DDI_HRV_2002_ES_v01_M_WB
Antonina Redko
<_value>
NADA
Version 01
Enterprise Survey 2002
ES 2002
HRV_2002_ES_v01_M_WB
World Bank
European Bank for Reconstruction and Development
NADA
World Bank
European Bank for Reconstruction and Development
Enterprise Survey [en/oth]
Firm-level surveys have been conducted since 1998 by different units within the World Bank. This survey is part of the second round of the Business Environment and Enterprise Performance Survey (BEEPS II), a joint initiative of the World Bank Group ("WB") and the European Bank for Reconstruction and Development ("EBRD"). The initial goal of the study is to better understand conditions for doing business in targeted countries and how they compare to other countries. The ultimate goal of the research is to advise governments on ways to change policies and practices that impose a burden on private firms and to develop new projects and programs that strengthen support for enterprise growth.
The survey was implemented to 6,667 enterprises in 27 transitional economies: 16 from Central and Eastern Europe (Albania, Bosnia and Herzegovina, Bulgaria, Croatia, Czech Republic, Estonia, FR Yugoslavia, FYR Macedonia, Hungary, Latvia, Lithuania, Poland, Romania, Slovak Republic, Slovenia and Turkey) and 11 from The Commonwealth of Independent States (Armenia, Azerbaijan, Belarus, Georgia, Kazakhstan, Kyrgyzstan, Moldova, Russia, Tajikistan, Ukraine and Uzbekistan). Researchers initially planned to conduct the study in Turkmenistan. But the research was canceled because of concerns that the Turkmen government would interfere with survey implementation.
This research was conducted in Croatia from June 19 to July 31, 2002, as part of the second round of the Business Environment and Enterprise Performance Survey. The objective of the survey is to obtain feedback from enterprises on the state of the private sector as well as to help in building a panel of enterprise data that will make it possible to track changes in the business environment over time, thus allowing, for example, impact assessments of reforms. Through face-to-face interviews with firms in the manufacturing and services sectors, the survey assesses the constraints to private sector growth and creates statistically significant business environment indicators that are comparable across countries.
The survey topics include company's characteristics, information about sales and suppliers, competition, infrastructure services, judiciary and law enforcement, security, government policies and regulations, bribery, sources of financing, overall business environment, performance and investment activities, and workforce composition.
Croatia
National
The primary sampling unit of the study is the establishment.
The manufacturing and services sectors are the primary business sectors of interest.
Sample survey data [ssd]
MEMRB Custom Research Worldwide
The information below is taken from "The Business Environment and Enterprise Performance Survey - 2002. A brief report on observations, experiences and methodology from the survey" prepared by MEMRB Custom Research Worldwide (now part of Synovate), a research company that implemented BEEPS II instrument.
The general targeted distributional criteria of the sample in BEEPS II countries were to be as follows:
1) Coverage of countries: The BEEPS II instrument was to be administered to approximately 6,500 enterprises in 28 transition economies: 16 from CEE (Albania, Bosnia and Herzegovina, Bulgaria, Croatia, Czech Republic, Estonia, FR Yugoslavia, FYROM, Hungary, Latvia, Lithuania, Poland, Romania, Slovak Republic, Slovenia and Turkey) and 12 from the CIS (Armenia, Azerbaijan, Belarus, Georgia, Kazakhstan, Kyrgyzstan, Moldova, Russia, Tajikistan, Turkmenistan, Ukraine and Uzbekistan).
2) In each country, the sector composition of the total sample in terms of manufacturing versus services (including commerce) was to be determined by the relative contribution of GDP, subject to a 15% minimum for each category. Firms that operated in sectors subject to government price regulations and prudential supervision, such as banking, electric power, rail transport, and water and wastewater were excluded.
Eligible enterprise activities were as follows (ISIC sections):
- Mining and quarrying (Section C: 10-14), Construction (Section F: 45), Manufacturing (Section D: 15-37)
- Transportation, storage and communications (Section I: 60-64), Wholesale, retail, repairs (Section G: 50-52), Real estate, business services (Section K: 70-74), Hotels and restaurants (Section H: 55), Other community, social and personal activities (Section O: selected groups).
3) Size: At least 10% of the sample was to be in the small and 10% in the large size categories. A small firm was defined as an establishment with 2-49 employees, medium - with 50-249 workers, and large - with 250 - 9,999 employees. Companies with only one employee or more than 10,000 employees were excluded.
4) Ownership: At least 10% of the firms were to have foreign control (more than 50% shareholding) and 10% of companies - state control.
5) Exporters: At least 10% of the firms were to be exporters. A firm should be regarded as an exporter if it exported 20% or more of its total sales.
6) Location: At least 10% of firms were to be in the category "small city/countryside" (population under 50,000).
7) Year of establishment: Enterprises which were established later than 2000 should be excluded.
The sample structure for BEEPS II was designed to be as representative (self-weighted) as possible to the population of firms within the industry and service sectors subject to the various minimum quotas for the total sample. This approach ensured that there was sufficient weight in the tails of the distribution of firms by the various relevant controlled parameters (sector, size, location and ownership).
As pertinent data on the actual population or data which would have allowed the estimation of the population of foreign-owned and exporting enterprises were not available, it was not feasible to build these two parameters into the design of the sample guidelines from the onset. The primary parameters used for the design of the sample were:
- Total population of enterprises;
- Ownership: private and state;
- Size of enterprise: Small, medium and large;
- Geographic location: Capital, over 1 million, 1 million-250,000, 250-50,000 and under 50,000;
- Sub-sectors (e.g. mining, construction, wholesale, etc).
For certain parameters where statistical information was not available, enterprise populations and distributions were estimated from other accessible demographic (e.g. human population concentrations in rural and urban areas) and socio-economic (e.g. employment levels) data.
The survey was discontinued in Turkmenistan due to concerns about Turkmen government interference with implementation of the study.
Face-to-face [f2f]
The current survey instruments are available:
- Screener and Main Questionnaires.
The survey topics include company's characteristics, information about sales and suppliers, competition, infrastructure services, judiciary and law enforcement, security, government policies and regulations, bribery, sources of financing, overall business environment, performance and investment activities, and workforce composition.
Private contractors conducted BEEPS II on behalf of the World Bank and EBRD. Due to sensitive survey questions addressing business-government relations and corruption-related topics, private contractors were preferred over any government agency or an organization associated with government, and were hired by the World Bank and EBRD to collect the data.
Usually, the surveys were implemented following a two-stage procedure. In the first stage, a screener questionnaire was applied over the phone to determine eligibility and to make appointments. In the second stage, a face-to-face interview took place with the manager, owner or director of each establishment. Sometimes the survey respondent needed to call company accountants and human resource managers into the interview to answer questions in the sales and labor sections of the survey.
All surveys were conducted in the local languages.
The minimum time taken to administer an interview was about one hour with the average for most interviews time being one and a half hours. Some interviews were completed between two and four days in various sittings.
A minimum of 30% call-back checks (100% in Russia and the Asian Republics) were made in order to verify and clarify responses.
In Croatia, the number of targeted interviews was 170; 187 interviews were completed. To meet the quotas, in some countries it was necessary to over-sample.
Data entry and first checking and validation of the results were undertaken locally. Final checking and validation of the results were made at MEMRB Custom Research Worldwide headquarters.
Overall, in all BEEPS II countries, the implementing agency contacted 18,052 enterprises and achieved an interview completion rate of 36.93%.
Respondents who either refused outright (i.e. not interested) or were unavailable to be interviewed (i.e. on holiday, etc) accounted for 38.34% of all contacts. Enterprises which were contacted but were non-eligible (i.e. business activity, year of establishment, etc) or quotas were already met (i.e. size, ownership etc) or to which “blind calls” were made to meet quotas (i.e. foreign ownership, exporters, etc) accounted for 24.73% of the total number of enterprises contacted.
Confidentiality of the survey respondents and the sensitive information they provide is necessary to ensure the greatest degree of survey participation, integrity and confidence in the quality of the data. Surveys are usually carried out in cooperation with business organizations and government agencies promoting job creation and economic growth, but confidentiality is never compromised.
Where necessary please site the source as "Enterprise Analysis Unit - World Bank Group https://www.enterprisesurveys.org"
Firm-level data is available to the public free-of-charge. In order to access the data, users must agree to abide by a strict confidentiality agreement available through Enterprise Analysis Unit website by clicking on "External users register here" at https://www.enterprisesurveys.org/Portal
The user of the data acknowledges that the original collector of the data, the authorized distributor of the data, and the relevant funding agency bear no responsibility for use of the data or for interpretations or inferences based upon such uses.
Croatia-2002--full data-5
The file contains the cleaned, raw database.
187
400
WEB STD FIRMID
WEB STD FIRMID
WEB STD FIRMID
WEB STD FIRMID
WEB STD FIRMID
187
Card number
Card number
Card number
Card number
Card number
Screener Questionnaire
187
1
Serial number
Serial number
Serial number
Serial number
Serial number
Screener Questionnaire
187
Country
Country
Country
Country
Country
Screener Questionnaire
187
Croatia
Country
Country
Country
Country
Country
Screener Questionnaire
187
4
If Fr Yugoslavia
If Fr Yugoslavia
If Fr Yugoslavia
If Fr Yugoslavia
If Fr Yugoslavia
Screener Questionnaire
187
Sysmiss
Size of a city where establishment located
Size of a city where establishment located
Size of a city where establishment located
Size of a city where establishment located
Size of a city where establishment located
Screener Questionnaire
187
1
Capital
2
Other, over 1 million
3
Other,250,000-1,000,000
4
Other, 50,000-250,000
5
Under 50,000
Respondent represents the company
Respondent represents the company
Respondent represents the company
Respondent represents the company
Respondent represents the company
Good morning/afternoon/evening. I am calling from ……………a market research company. Could I please speak to the person who normally represents the company for official purposes, that is who normally deals with banks or government agencies/institutions?
IF ASKED TO EXPLAIN WHY, ADD: ……….. has been commissioned by the European Bank of Reconstruction and Development and the World Bank to carry out a survey of business in our country. They want to understand better the conditions for doing business in your country.
IF PERSON IS UNAVAILABLE, ARRANGE A CONVENIENT TIME AND CALL BACK. WHEN PUT THROUGH, CONTINUE.
Good morning/afternoon/evening. I am …… from ……. a market research company. We are carrying out a survey of business like yours on behalf of the European Bank of Reconstruction and Development and the World Bank. For classification purposes, could you please answer some preliminary questions? Thank you.
Do you normally represent this company when dealing with banks or government institutions?
187
1
Yes
2
No
Year firm began operations
Year firm began operations
Year firm began operations
Year firm began operations
Year firm began operations
Screener Questionnaire
In what year did your firm begin operations in this country?
187
1884
1890
1893
1896
1905
1906
1921
1922
1928
1933
1945
1947
1948
1949
1950
1951
1952
1954
1959
1960
1961
1967
1970
1971
1972
1973
1980
1985
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
Legal organisation of the company
Legal organisation of the company
Legal organisation of the company
Legal organisation of the company
Legal organisation of the company
Screener Questionnaire
What is the legal organisation of this company?
187
1
Single proprietorship
2
Partnership
3
Cooperative
4
Corporation, privately held
5
Corporation listed on a stock exchange
6
Other private sector
7
State/municipal/district-owned enterprise
8
Corporatized state-owned enterprise
9
Other state owned
Legal organisation of the company
Legal organisation of the company
Legal organisation of the company
Legal organisation of the company
Legal organisation of the company
Screener Questionnaire
What is the legal organisation of this company?
187
1
2
Legal organisation of the company: other
Legal organisation of the company: other
Legal organisation of the company: other
Legal organisation of the company: other
Legal organisation of the company: other
Screener Questionnaire
What is the legal organisation of this company?
Other
187
Sysmiss
Firm’s main area of activity
Firm’s main area of activity
Firm’s main area of activity
Firm’s main area of activity
Firm’s main area of activity
Screener Questionnaire
How would you best describe your firm's main area of activity in terms of sales?
187
1
2
3
4
5
6
7
8
Firm’s main product line or main line of service (specify)
Firm’s main product line or main line of service (specify)
Firm’s main product line or main line of service (specify)
Firm’s main product line or main line of service (specify)
Firm’s main product line or main line of service (specify)
Screener Questionnaire
Could you please specify your firm’s main product line or main line of service in terms of sales?
187
1411
1421
1440
1513
1571
1581
1730
1751
1752
1822
1823
2020
2211
2213
2222
2224
2466
2513
2523
2640
2670
2811
2840
2922
2940
3002
3110
3162
3210
3230
3310
3511
3520
3614
3663
4521
4523
4524
4531
4533
4543
4544
4545
5020
5030
5050
5118
5119
5121
5132
5139
5141
5143
5146
5152
5153
5155
5164
5166
5170
5211
5212
5226
5244
5245
5246
5247
5248
5263
5274
5511
5523
5530
5540
6021
6024
6322
6323
6330
6340
6420
7032
7110
7210
7220
7240
7310
7411
7412
7414
7420
7460
9220
9231
9232
9301
9303
9305
Number of full-time employees
Number of full-time employees
Number of full-time employees
Number of full-time employees
Number of full-time employees
Screener Questionnaire
How many full-time employees work for this company?
187
1
2-10
2
11-49
3
50-99
4
100-249
5
250-499
6
500-999
7
1000-9999
Number of full-time employees
Number of full-time employees
Number of full-time employees
Number of full-time employees
Number of full-time employees
Screener Questionnaire
How many full-time employees work for this company?
187
1
2-49
2
50-249
3
250-9999
% of firm owned by: Private foreign company/organisation
% of firm owned by: Private foreign company/organisation
% of firm owned by: Private foreign company/organisation
% of firm owned by: Private foreign company/organisation
% of firm owned by: Private foreign company/organisation
Screener Questionnaire
What percentage of your firm is owned by:
Private foreign company/organisation
187
100
14.904
33.451
20
30
38
50
52
55
65
66
80
90
99
100
% of firm owned by: Private domestic company/organisation
% of firm owned by: Private domestic company/organisation
% of firm owned by: Private domestic company/organisation
% of firm owned by: Private domestic company/organisation
% of firm owned by: Private domestic company/organisation
Screener Questionnaire
What percentage of your firm is owned by:
Private domestic company/organisation
187
100
69.797
43.538
1
5
10
15
20
26
32
34
35
45
48
50
51
58
60
70
72
80
100
% of firm owned by: Government/State
% of firm owned by: Government/State
% of firm owned by: Government/State
% of firm owned by: Government/State
% of firm owned by: Government/State
Screener Questionnaire
What percentage of your firm is owned by:
Government/State
187
100
14.39
33.796
11
28
40
55
60
65
74
78
85
95
100
% of firm owned by: Other
% of firm owned by: Other
% of firm owned by: Other
% of firm owned by: Other
% of firm owned by: Other
Screener Questionnaire
What percentage of your firm is owned by:
Other
187
48
0.909
5.917
5
8
22
42
45
48
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Screener Questionnaire
What is the nationality of this foreign company/organisation?
29
158
1
7
10
14
17
18
106
107
Sysmiss
Nationality of foreign company/organisation: other
Nationality of foreign company/organisation: other
Nationality of foreign company/organisation: other
Nationality of foreign company/organisation: other
Nationality of foreign company/organisation: other
Screener Questionnaire
What is the nationality of this foreign company/organisation?
Other
8
179
1
2
3
Sysmiss
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Screener Questionnaire
What is the nationality of this foreign company/organisation?
29
158
1
7
10
14
17
18
Sysmiss
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Screener Questionnaire
What is the nationality of this foreign company/organisation?
3
184
6
7
Sysmiss
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Nationality of foreign company/organisation
Screener Questionnaire
What is the nationality of this foreign company/organisation?
187
Sysmiss
Firm sells its products outside the country
Firm sells its products outside the country
Firm sells its products outside the country
Firm sells its products outside the country
Firm sells its products outside the country
Screener Questionnaire
Does your firm sell its products or services to customers outside the country?
186
1
1
Yes
2
No
Sysmiss
% of total sales exports represent
% of total sales exports represent
% of total sales exports represent
% of total sales exports represent
% of total sales exports represent
Screener Questionnaire
What percentage of your total sales do such exports represent?
74
113
1
100
31.311
30.044
1
2
3
4
5
7
8
10
11
15
20
25
27
28
30
36
40
45
50
57
60
70
75
80
90
95
100
Sysmiss
Financing from EBRD or WB: Direct loan or equity investment
Financing from EBRD or WB: Direct loan or equity investment
Financing from EBRD or WB: Direct loan or equity investment
Financing from EBRD or WB: Direct loan or equity investment
Financing from EBRD or WB: Direct loan or equity investment
Screener Questionnaire
Has your firm received financing either directly or indirectly from the EBRD or the World Bank including the International Finance Corporation (IFC) since 1998?
Direct loan or equity investment
176
11
1
Yes
2
No
3
Don't know
Sysmiss
Financing from EBRD or WB: Indirectly through local bank
Financing from EBRD or WB: Indirectly through local bank
Financing from EBRD or WB: Indirectly through local bank
Financing from EBRD or WB: Indirectly through local bank
Financing from EBRD or WB: Indirectly through local bank
Screener Questionnaire
Has your firm received financing either directly or indirectly from the EBRD or the World Bank including the International Finance Corporation (IFC) since 1998?
Indirectly through an EBRD, World Bank or IFC credit line facility with a local commercial bank
177
10
1
Yes
2
No
3
Don't know
Sysmiss
Financing from EBRD or WB: Indirectly through local investment fund
Financing from EBRD or WB: Indirectly through local investment fund
Financing from EBRD or WB: Indirectly through local investment fund
Financing from EBRD or WB: Indirectly through local investment fund
Financing from EBRD or WB: Indirectly through local investment fund
Screener Questionnaire
Has your firm received financing either directly or indirectly from the EBRD or the World Bank including the International Finance Corporation (IFC) since 1998?
Indirectly through an EBRD, World Bank or IFC supported local investment fund
176
11
1
Yes
2
No
3
Don't know
Sysmiss
Company’s headquarters
Company’s headquarters
Company’s headquarters
Company’s headquarters
Company’s headquarters
Screener Questionnaire
Can you please tell me where are the company’s headquarters located?
187
1
At this site
2
Elsewhere in this country
3
In a foreign country
Number of establishments
Number of establishments
Number of establishments
Number of establishments
Number of establishments
Screener Questionnaire
How many establishments (including this one) does your firm have?
187
1
34
2.636
4.112
1
2
3
4
5
6
7
8
9
10
11
14
16
17
20
24
34
Holdings or operations in other countries
Holdings or operations in other countries
Holdings or operations in other countries
Holdings or operations in other countries
Holdings or operations in other countries
Screener Questionnaire
Does your firm have holdings or operations in other countries?
Would it possible to arrange a time to see you and ask more detailed questions, please? The interview will take about one hour.
184
3
1
Yes
2
No
3
Don't know
Sysmiss
Respondent's job title
Respondent's job title
Respondent's job title
Respondent's job title
Respondent's job title
The purpose of this survey is to better understand constraints that hinder the development of businesses like yours. This study is being conducted for 28 countries by the European Bank for Reconstruction and Development and the World Bank.
The initial goal is to better understand conditions for doing business in your country and how they compare to other countries. The ultimate goal of this research is to advise governments on ways to change policies and practices that impose a burden on private firms and to develop new projects and programs that strengthen support for enterprise growth. Your answers should reflect only your perception and experience of doing business in your country. I would like to assure you, that the information obtained here would be treated strictly anonymously and confidentially. Neither your name nor the name of your firm will be used in any document based on this survey. Neither the European Bank for Reconstruction and Development nor the World Bank nor any Governmental organisation will be informed of any individual firm’s responses or participation in this survey. I WOULD LIKE TO START BY ASKING SOME GENERAL QUESTIONS ABOUT YOU AND THIS ORGANIZATION.
What is your job title? Please note that even if you have more than one job title we are interested in the title/responsibilities that you regard as the most important.
187
1
Chief Executive/President/Vice President
2
Owner/proprietor
3
Partner
4
Director
5
General Manager
6
Manager
7
Finance Officer
% of sales from: Mining and quarrying
% of sales from: Mining and quarrying
% of sales from: Mining and quarrying
% of sales from: Mining and quarrying
% of sales from: Mining and quarrying
What percentage of your sales comes from the following sectors in which your establishment operates?
Mining and quarrying
187
100
1.342
10.941
51
100
% of sales from: Construction
% of sales from: Construction
% of sales from: Construction
% of sales from: Construction
% of sales from: Construction
What percentage of your sales comes from the following sectors in which your establishment operates?
Construction
187
100
12
30.276
8
10
15
20
41
49
51
70
80
85
90
95
100
% of sales from: Manufacturing
% of sales from: Manufacturing
% of sales from: Manufacturing
% of sales from: Manufacturing
% of sales from: Manufacturing
What percentage of your sales comes from the following sectors in which your establishment operates?
Manufacturing
187
100
19.775
35.08
1
5
6
10
15
20
30
39
40
41
45
49
51
60
68
70
80
85
95
98
100
% of sales from: Transport storage and communication
% of sales from: Transport storage and communication
% of sales from: Transport storage and communication
% of sales from: Transport storage and communication
% of sales from: Transport storage and communication
What percentage of your sales comes from the following sectors in which your establishment operates?
Transport storage and communication
187
100
7.92
25.521
2
5
25
39
40
50
60
70
90
100
% of sales from: Wholesale, retail, repairs
% of sales from: Wholesale, retail, repairs
% of sales from: Wholesale, retail, repairs
% of sales from: Wholesale, retail, repairs
% of sales from: Wholesale, retail, repairs
What percentage of your sales comes from the following sectors in which your establishment operates?
Wholesale, retail, repairs
187
100
32.888
42.342
2
5
10
15
20
29
30
39
40
49
50
51
55
60
70
80
90
95
99
100
% of sales from: Real estate, renting and business services
% of sales from: Real estate, renting and business services
% of sales from: Real estate, renting and business services
% of sales from: Real estate, renting and business services
% of sales from: Real estate, renting and business services
What percentage of your sales comes from the following sectors in which your establishment operates?
Real estate, renting and business services
187
100
13.995
32.692
1
2
3
4
5
20
30
31
40
51
60
80
100
% of sales from: Hotels and restaurants
% of sales from: Hotels and restaurants
% of sales from: Hotels and restaurants
% of sales from: Hotels and restaurants
% of sales from: Hotels and restaurants
What percentage of your sales comes from the following sectors in which your establishment operates?
Hotels and restaurants
187
100
5.578
21.756
1
2
5
10
20
30
70
90
95
100
% of sales from: Other
% of sales from: Other
% of sales from: Other
% of sales from: Other
% of sales from: Other
What percentage of your sales comes from the following sectors in which your establishment operates?
Other
187
100
6.503
21.948
10
15
20
25
30
35
40
49
60
80
97
100
Percentage of firm the largest shareholder(s) own
Percentage of firm the largest shareholder(s) own
Percentage of firm the largest shareholder(s) own
Percentage of firm the largest shareholder(s) own
Percentage of firm the largest shareholder(s) own
What percentage of your firm does the largest shareholder(s) own?
114
73
1
100
72.553
31.897
1
7
10
13
15
17
18
20
25
26
28
30
33
35
39
40
45
50
51
55
58
60
63
65
66
68
71
74
78
80
82
85
90
95
99
100
Sysmiss
Number of shareholders holding this percentage share of the firm
Number of shareholders holding this percentage share of the firm
Number of shareholders holding this percentage share of the firm
Number of shareholders holding this percentage share of the firm
Number of shareholders holding this percentage share of the firm
How many shareholders hold this percentage share of the firm? Please give me the number
107
80
1
30
1.738
3.679
1
2
3
4
5
7
25
30
Sysmiss
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
INTERVIEWER: SHOW CARD: - MULTIPLE ANSWER
Which of the following best describes the largest shareholder(s) in your firm?
137
50
1
Individual
2
Family
3
Domestic company
4
Foreign company
5
Bank
6
Investment fund
7
Managers of the firm
8
Employees of the firm
9
Government or government agency
10
Other (SPECIFY)
11
Don’t know
102
108
910
10208
Sysmiss
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
Which of the following best describes the largest shareholder(s) in your firm?
137
50
1
2
3
4
5
6
7
8
9
10
Sysmiss
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
Which of the following best describes the largest shareholder(s) in your firm?
4
183
2
8
10
Sysmiss
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
Which of the following best describes the largest shareholder(s) in your firm?
1
186
8
Sysmiss
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
The largest shareholder(s) in the firm
Which of the following best describes the largest shareholder(s) in your firm?
187
Sysmiss
The largest shareholder(s) in the firm: Other
The largest shareholder(s) in the firm: Other
The largest shareholder(s) in the firm: Other
The largest shareholder(s) in the firm: Other
The largest shareholder(s) in the firm: Other
Which of the following best describes the largest shareholder(s) in your firm?
Other
187
Sysmiss
How the firm established
How the firm established
How the firm established
How the firm established
How the firm established
How was your firm established?
148
39
1
Privatisation of a state-owned firm
2
Originally private, from time of start up
3
Private subsidiary of a formerly state-owned firm
4
Joint venture with foreign partner(s)
5
Other
Sysmiss
How the firm established: Other
How the firm established: Other
How the firm established: Other
How the firm established: Other
How the firm established: Other
How was your firm established?
187
Sysmiss
Year of privatisation completed
Year of privatisation completed
Year of privatisation completed
Year of privatisation completed
Year of privatisation completed
What year was the privatisation completed?
25
162
1991
1992
1993
1994
1995
1997
1998
1999
2000
2001
Sysmiss
Change in the general manager since 1998
Change in the general manager since 1998
Change in the general manager since 1998
Change in the general manager since 1998
Change in the general manager since 1998
Has there been a change in the general manager since 1998?
181
6
1
Yes
2
No
Sysmiss
General manager worked in the company prior the appointment
General manager worked in the company prior the appointment
General manager worked in the company prior the appointment
General manager worked in the company prior the appointment
General manager worked in the company prior the appointment
Did the current general manager work in the company prior to being appointed as a general manager?
175
12
1
Yes
2
No
Sysmiss
Age of the general manager
Age of the general manager
Age of the general manager
Age of the general manager
Age of the general manager
What is the age of the general manager?
184
3
22
66
46.44
8.894
Highest level of education of the general manager
Highest level of education of the general manager
Highest level of education of the general manager
Highest level of education of the general manager
Highest level of education of the general manager
What is the highest level of education of the general manager?
183
4
1
Did not complete secondary school
2
Secondary school
3
Vocational training
4
Some university training
5
Completed university degree
6
Completed higher university degree (eg. masters, doctorate)
7
Don’t know
Sysmiss
% firm’s sales: Sold domestically
% firm’s sales: Sold domestically
% firm’s sales: Sold domestically
% firm’s sales: Sold domestically
% firm’s sales: Sold domestically
I WOULD NOW ASK SOME QUESTIONS ABOUT THE SALES OF YOUR FIRM AND ITS SUPPLIERS
What percentage of your firm’s sales are:
Sold domestically
179
8
100
87.056
24.683
5
10
20
25
30
40
43
50
55
60
64
70
72
73
75
80
85
89
90
92
93
95
96
97
98
99
100
Sysmiss
% firm’s sales: Exported directly
% firm’s sales: Exported directly
% firm’s sales: Exported directly
% firm’s sales: Exported directly
% firm’s sales: Exported directly
What percentage of your firm’s sales are:
Exported directly
179
8
100
11.615
23.716
1
2
3
4
5
6
7
8
10
13
15
20
25
28
30
36
40
45
50
57
60
70
75
80
90
95
100
Sysmiss
% firm’s sales: Exported indirectly through a distributor
% firm’s sales: Exported indirectly through a distributor
% firm’s sales: Exported indirectly through a distributor
% firm’s sales: Exported indirectly through a distributor
% firm’s sales: Exported indirectly through a distributor
What percentage of your firm’s sales are:
Exported indirectly through a distributor
179
8
50
1.33
6.013
1
2
5
10
14
20
30
40
50
Sysmiss
Average number of days took goods to clear customs
Average number of days took goods to clear customs
Average number of days took goods to clear customs
Average number of days took goods to clear customs
Average number of days took goods to clear customs
What was the average and the longest number of days in 2001 that it took from the time your goods arrived in their point of exit (eg, port, airport) until the time they cleared customs?
61
126
10
1.311
2.126
1
2
3
4
5
7
8
10
Sysmiss
Longest number of days took goods to clear customs
Longest number of days took goods to clear customs
Longest number of days took goods to clear customs
Longest number of days took goods to clear customs
Longest number of days took goods to clear customs
What was the average and the longest number of days in 2001 that it took from the time your goods arrived in their point of exit (eg, port, airport) until the time they cleared customs?
61
126
15
2.016
3.248
1
2
3
4
5
6
7
10
15
Sysmiss
% of domestic sales to: Government
% of domestic sales to: Government
% of domestic sales to: Government
% of domestic sales to: Government
% of domestic sales to: Government
What percentage of your domestic sales are to:
Government or government agencies (excluding state-owned enterprises)
173
14
100
4.035
15.112
1
2
5
10
20
25
27
40
52
60
70
90
100
Sysmiss
% of domestic sales to: Multinationals
% of domestic sales to: Multinationals
% of domestic sales to: Multinationals
% of domestic sales to: Multinationals
% of domestic sales to: Multinationals
What percentage of your domestic sales are to:
Multinationals located in your country (not including your parent company, if applicable)
173
14
88
5.578
15.258
1
2
3
5
7
10
12
15
20
25
30
35
40
50
60
70
80
88
Sysmiss
% of domestic sales to: Parent company
% of domestic sales to: Parent company
% of domestic sales to: Parent company
% of domestic sales to: Parent company
% of domestic sales to: Parent company
What percentage of your domestic sales are to:
Your firm’s parent company or affiliated subsidiaries
173
14
100
4.451
16.679
1
3
5
10
12
15
20
25
26
30
38
40
80
100
Sysmiss
% of domestic sales to: Large domestic firms
% of domestic sales to: Large domestic firms
% of domestic sales to: Large domestic firms
% of domestic sales to: Large domestic firms
% of domestic sales to: Large domestic firms
What percentage of your domestic sales are to:
Large domestic firms (those with approximately 250 plus workers) (not including your parent company, if applicable)
173
14
100
22.561
30.176
1
2
3
5
6
10
15
20
25
30
35
40
50
60
70
75
80
88
90
95
98
100
Sysmiss
% of domestic sales to: Other
% of domestic sales to: Other
% of domestic sales to: Other
% of domestic sales to: Other
% of domestic sales to: Other
What percentage of your domestic sales are to:
Other (sales to small firms, individuals, etc.)
173
14
100
63.376
37.885
5
10
12
20
25
29
30
35
40
45
46
50
55
60
65
67
70
72
73
74
78
80
88
89
90
93
95
99
100
Sysmiss
% of sales goes to three largest customers
% of sales goes to three largest customers
% of sales goes to three largest customers
% of sales goes to three largest customers
% of sales goes to three largest customers
What percentage of your sales in the past 12 months goes to your three largest customers:
179
8
1
Less than 20%
2
20% or more
Sysmiss
% of sales to customers company had for at least 3 years
% of sales to customers company had for at least 3 years
% of sales to customers company had for at least 3 years
% of sales to customers company had for at least 3 years
% of sales to customers company had for at least 3 years
What percentage of your sales in the past 12 months is to customers that you have had for at least 3 years
177
10
1
Less than 20%
2
20% or more
Sysmiss
Number of competitors, range
Number of competitors, range
Number of competitors, range
Number of competitors, range
Number of competitors, range
Thinking of your firm’s major product line or main line of services in the domestic market, how many competitors do you face?
184
3
1
None
2
1-3
3
4 or more
Sysmiss
Exact number of competitors
Exact number of competitors
Exact number of competitors
Exact number of competitors
Exact number of competitors
Please give me the exact number of your competitors
22
165
1
3
2.455
1
2
3
Sysmiss
Competition importance scale
Competition importance scale
Competition importance scale
Competition importance scale
Competition importance scale
How important is competition from imports in the market for you main product line or main line of services in the domestic market?
176
11
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
These products cannot be imported
7
Don’t know
Sysmiss
Consequences of price increase
Consequences of price increase
Consequences of price increase
Consequences of price increase
Consequences of price increase
Now I would like to ask you a hypothetical question. If you were to raise your prices of your main product line or main line of services 10% above their current level in the domestic market (after allowing for any inflation) which of the following would best describe the result assuming that your competitors maintained their current prices?
186
1
1
Our customers would continue to buy from us in the same quantities as now
2
Our customers would continue to buy from us, but at slightly lower quantities
3
Customers would continue to buy from us, but at much lower quantities
4
Many of our customers would buy from our competitors instead
Sysmiss
% of the total market sales the firm has, range
% of the total market sales the firm has, range
% of the total market sales the firm has, range
% of the total market sales the firm has, range
% of the total market sales the firm has, range
Considering your main product line or main line of services, in the domestic market what percentage of the total market sales does your firm have?
181
6
1
0-5%
2
More than 5%
Sysmiss
% of the total market sales the firm has
% of the total market sales the firm has
% of the total market sales the firm has
% of the total market sales the firm has
% of the total market sales the firm has
Please give me the percentage of the total market sales that your firm has.
64
123
6
70
22.031
16.553
% sales price exceeds operating costs
% sales price exceeds operating costs
% sales price exceeds operating costs
% sales price exceeds operating costs
% sales price exceeds operating costs
Considering your main product line or main line of services in the domestic market, by what margin does your sales price exceed your operating costs (i.e., the cost material inputs plus wage costs but not overheads and depreciation)
122
65
1
40
17.246
9.777
1
3
5
6
7
8
9
10
11
12
13
14
15
17
18
20
23
25
27
28
30
40
Sysmiss
% of firm’s material inputs/ supplies are: Purchased from domestic sources
% of firm’s material inputs/ supplies are: Purchased from domestic sources
% of firm’s material inputs/ supplies are: Purchased from domestic sources
% of firm’s material inputs/ supplies are: Purchased from domestic sources
% of firm’s material inputs/ supplies are: Purchased from domestic sources
What percent of your establishment’s material inputs and supplies are:
Purchased from domestic sources
142
45
100
53.38
39.462
1
2
10
15
20
30
35
40
45
50
60
68
70
80
85
90
95
98
100
Sysmiss
% of firm’s material inputs/ supplies are: Imported directly
% of firm’s material inputs/ supplies are: Imported directly
% of firm’s material inputs/ supplies are: Imported directly
% of firm’s material inputs/ supplies are: Imported directly
% of firm’s material inputs/ supplies are: Imported directly
What percent of your establishment’s material inputs and supplies are:
Imported directly
142
45
100
25.824
36.407
4
5
8
10
15
20
25
30
35
40
50
55
60
70
80
85
90
98
99
100
Sysmiss
% of firm’s material inputs/ supplies are: Imported indirectly through a distributor
% of firm’s material inputs/ supplies are: Imported indirectly through a distributor
% of firm’s material inputs/ supplies are: Imported indirectly through a distributor
% of firm’s material inputs/ supplies are: Imported indirectly through a distributor
% of firm’s material inputs/ supplies are: Imported indirectly through a distributor
What percent of your establishment’s material inputs and supplies are:
Imported indirectly through a distributor
142
45
100
20.796
29.924
2
5
10
15
18
20
25
28
29
30
35
40
50
55
60
70
75
80
90
100
Sysmiss
Average number of days to claim goods from customs
Average number of days to claim goods from customs
Average number of days to claim goods from customs
Average number of days to claim goods from customs
Average number of days to claim goods from customs
What was the average and the longest number of days in 2001 that it took from the time your goods arrived in their point of entry (e.g. port, airport) until the time you could claim them from customs?
64
123
20
3.844
5.204
1
2
3
5
7
8
9
10
14
15
20
Sysmiss
Longest number of days to claim goods from customs
Longest number of days to claim goods from customs
Longest number of days to claim goods from customs
Longest number of days to claim goods from customs
Longest number of days to claim goods from customs
What was the average and the longest number of days in 2001 that it took from the time your goods arrived in their point of entry (e.g. port, airport) until the time you could claim them from customs?
64
123
30
6.391
8.402
1
2
3
4
6
7
10
12
14
15
17
20
21
25
30
Sysmiss
% of sales lost due to delivery delays from material input suppliers
% of sales lost due to delivery delays from material input suppliers
% of sales lost due to delivery delays from material input suppliers
% of sales lost due to delivery delays from material input suppliers
% of sales lost due to delivery delays from material input suppliers
What percent of sales in 2001 was lost due to delivery delays from your material input suppliers?
187
15
0.706
2.303
1
2
3
5
10
15
Number of suppliers, range
Number of suppliers, range
Number of suppliers, range
Number of suppliers, range
Number of suppliers, range
Thinking of your firm’s main material input, how many suppliers do you have?
172
15
1
None
2
1-3
3
4 or more
Sysmiss
Exact number of suppliers
Exact number of suppliers
Exact number of suppliers
Exact number of suppliers
Exact number of suppliers
Please give me the exact number of your suppliers.
34
153
1
3
2.176
0.797
1
2
3
Sysmiss
% of material input purchases from suppliers firm has for at least 3 years
% of material input purchases from suppliers firm has for at least 3 years
% of material input purchases from suppliers firm has for at least 3 years
% of material input purchases from suppliers firm has for at least 3 years
% of material input purchases from suppliers firm has for at least 3 years
What per cent of your material input purchases in 2001 is from the suppliers that you have had for at least 3 years?
145
42
1
Less than 20%
2
20% or more
Sysmiss
Reaction if supplier increases price
Reaction if supplier increases price
Reaction if supplier increases price
Reaction if supplier increases price
Reaction if supplier increases price
Now, I would like to ask you a hypothetical question. If the main supplier of your main material input increased its supply price by 10% above what you pay at present (after allowing for inflation), how would you respond assuming that alternative suppliers if any left prices and other terms unchanged?
167
20
1
Purchase the same amount of the main material input from the existing main supplier
2
Purchase some of this material input from alternative suppliers, but continue most of purchases from the existing main supplier
3
Purchase most of this material input from alternative suppliers, but continue some purchases from the existing main supplier
4
Purchase all of this material input from alternative suppliers
Sysmiss
Importance of: Family to get information about new suppliers
Importance of: Family to get information about new suppliers
Importance of: Family to get information about new suppliers
Importance of: Family to get information about new suppliers
Importance of: Family to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Family
170
17
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of: Friends to get information about new suppliers
Importance of: Friends to get information about new suppliers
Importance of: Friends to get information about new suppliers
Importance of: Friends to get information about new suppliers
Importance of: Friends to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Friends
172
15
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of: Former employees to get information about new suppliers
Importance of: Former employees to get information about new suppliers
Importance of: Former employees to get information about new suppliers
Importance of: Former employees to get information about new suppliers
Importance of: Former employees to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Former employees who now work for a potential customer or supplier
167
20
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of: Prior employment of senior managers to get information about new suppliers
Importance of: Prior employment of senior managers to get information about new suppliers
Importance of: Prior employment of senior managers to get information about new suppliers
Importance of: Prior employment of senior managers to get information about new suppliers
Importance of: Prior employment of senior managers to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Prior employment of senior managers by a potential customer or supplier
159
28
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of: Existing customers or suppliers to get information about new suppliers
Importance of: Existing customers or suppliers to get information about new suppliers
Importance of: Existing customers or suppliers to get information about new suppliers
Importance of: Existing customers or suppliers to get information about new suppliers
Importance of: Existing customers or suppliers to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Existing customers or suppliers
169
18
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of: Government agencies to get information about new suppliers
Importance of: Government agencies to get information about new suppliers
Importance of: Government agencies to get information about new suppliers
Importance of: Government agencies to get information about new suppliers
Importance of: Government agencies to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Government agencies
159
28
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of: Business associations to get information about new suppliers
Importance of: Business associations to get information about new suppliers
Importance of: Business associations to get information about new suppliers
Importance of: Business associations to get information about new suppliers
Importance of: Business associations to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Business associations/chambers of commerce
166
21
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of: Trade fairs to get information about new suppliers
Importance of: Trade fairs to get information about new suppliers
Importance of: Trade fairs to get information about new suppliers
Importance of: Trade fairs to get information about new suppliers
Importance of: Trade fairs to get information about new suppliers
How important are the following as potential sources of information about new suppliers for your firm?
Trade fairs and other public sources of information
168
19
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Initiatives since 1998: Changed of identity of main material input supplier
Initiatives since 1998: Changed of identity of main material input supplier
Initiatives since 1998: Changed of identity of main material input supplier
Initiatives since 1998: Changed of identity of main material input supplier
Initiatives since 1998: Changed of identity of main material input supplier
Has your company undertaken any of the following initiatives since 1998?
Changed of identity of main material input supplier
175
12
1
Yes
2
No
Sysmiss
Initiatives since 1998: Changed of identity of the main customers
Initiatives since 1998: Changed of identity of the main customers
Initiatives since 1998: Changed of identity of the main customers
Initiatives since 1998: Changed of identity of the main customers
Initiatives since 1998: Changed of identity of the main customers
Has your company undertaken any of the following initiatives since 1998?
Changed of identity of the main customers (>20% of sales)
180
7
1
Yes
2
No
Sysmiss
Initiatives since 1998: Exported to new country
Initiatives since 1998: Exported to new country
Initiatives since 1998: Exported to new country
Initiatives since 1998: Exported to new country
Initiatives since 1998: Exported to new country
Has your company undertaken any of the following initiatives since 1998?
Exported to new country
165
22
1
Yes
2
No
Sysmiss
Importance: Changed of identity of main material input supplier
Importance: Changed of identity of main material input supplier
Importance: Changed of identity of main material input supplier
Importance: Changed of identity of main material input supplier
Importance: Changed of identity of main material input supplier
And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Changed of identity of main material input supplier
39
148
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance: Changed of identity of the main customers
Importance: Changed of identity of the main customers
Importance: Changed of identity of the main customers
Importance: Changed of identity of the main customers
Importance: Changed of identity of the main customers
And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Changed of identity of the main customers (>20% of sales)
42
145
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance: Exported to new country
Importance: Exported to new country
Importance: Exported to new country
Importance: Exported to new country
Importance: Exported to new country
And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Exported to new country
33
154
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Days firm experienced: Power outages or surges from the public grid
Days firm experienced: Power outages or surges from the public grid
Days firm experienced: Power outages or surges from the public grid
Days firm experienced: Power outages or surges from the public grid
Days firm experienced: Power outages or surges from the public grid
I WOULD NOW LIKE TO ASK YOU SOME QUESTIONS ABOUT INFRASTRUCTURE SERVICES
How many days in 2001 did your establishment experienced:
Power outages or surges from the public grid?
183
4
30
3.273
6.517
1
2
3
4
5
8
10
15
20
30
Sysmiss
Days firm experienced: Insufficient water supply
Days firm experienced: Insufficient water supply
Days firm experienced: Insufficient water supply
Days firm experienced: Insufficient water supply
Days firm experienced: Insufficient water supply
How many days in 2001 did your establishment experienced:
Insufficient water supply?
181
6
30
0.773
3.098
1
2
3
4
5
6
10
15
30
Sysmiss
Days firm experienced: Unavailable mainline telephone service
Days firm experienced: Unavailable mainline telephone service
Days firm experienced: Unavailable mainline telephone service
Days firm experienced: Unavailable mainline telephone service
Days firm experienced: Unavailable mainline telephone service
How many days in 2001 did your establishment experienced:
Unavailable mainline telephone service?
181
6
30
1.182
3.25
1
2
3
4
5
6
7
15
20
30
Sysmiss
Firm regularly uses in interactions with clients/suppliers: Fixed line telephone
Firm regularly uses in interactions with clients/suppliers: Fixed line telephone
Firm regularly uses in interactions with clients/suppliers: Fixed line telephone
Firm regularly uses in interactions with clients/suppliers: Fixed line telephone
Firm regularly uses in interactions with clients/suppliers: Fixed line telephone
Does your firm regularly use in its interactions with clients and suppliers any of the following?
Fixed line telephone
187
1
Yes
2
No
Firm regularly uses in interactions with clients/suppliers: Fax
Firm regularly uses in interactions with clients/suppliers: Fax
Firm regularly uses in interactions with clients/suppliers: Fax
Firm regularly uses in interactions with clients/suppliers: Fax
Firm regularly uses in interactions with clients/suppliers: Fax
Does your firm regularly use in its interactions with clients and suppliers any of the following?
Fax
187
1
Yes
2
No
Firm regularly uses in interactions with clients/suppliers: Mobile telephone
Firm regularly uses in interactions with clients/suppliers: Mobile telephone
Firm regularly uses in interactions with clients/suppliers: Mobile telephone
Firm regularly uses in interactions with clients/suppliers: Mobile telephone
Firm regularly uses in interactions with clients/suppliers: Mobile telephone
Does your firm regularly use in its interactions with clients and suppliers any of the following?
Mobile telephone
187
1
Yes
2
No
Firm regularly uses in interactions with clients/suppliers: Email
Firm regularly uses in interactions with clients/suppliers: Email
Firm regularly uses in interactions with clients/suppliers: Email
Firm regularly uses in interactions with clients/suppliers: Email
Firm regularly uses in interactions with clients/suppliers: Email
Does your firm regularly use in its interactions with clients and suppliers any of the following?
Email
187
1
Yes
2
No
Firm regularly uses in interactions with clients/suppliers: Internet
Firm regularly uses in interactions with clients/suppliers: Internet
Firm regularly uses in interactions with clients/suppliers: Internet
Firm regularly uses in interactions with clients/suppliers: Internet
Firm regularly uses in interactions with clients/suppliers: Internet
Does your firm regularly use in its interactions with clients and suppliers any of the following?
Internet
187
1
Yes
2
No
Wait in days: A fixed line telephone connection
Wait in days: A fixed line telephone connection
Wait in days: A fixed line telephone connection
Wait in days: A fixed line telephone connection
Wait in days: A fixed line telephone connection
Based on the experience of your firm since 1998, what is/was the actual delay experienced in obtaining from the date of application each of the following?
A fixed line telephone connection
179
8
180
5
26.572
1
2
3
4
5
6
7
10
15
20
30
175
180
Sysmiss
Wait in days: An electrical connection
Wait in days: An electrical connection
Wait in days: An electrical connection
Wait in days: An electrical connection
Wait in days: An electrical connection
Based on the experience of your firm since 1998, what is/was the actual delay experienced in obtaining from the date of application each of the following?
An electrical connection
177
10
24
0.565
3.05
1
2
5
6
7
10
18
24
Sysmiss
In resolving business disputes, court system is: Fair and impartial
In resolving business disputes, court system is: Fair and impartial
In resolving business disputes, court system is: Fair and impartial
In resolving business disputes, court system is: Fair and impartial
In resolving business disputes, court system is: Fair and impartial
NOW I’D LIKE YOU TO THINK ABOUT THE JUDICIARY AND LAW ENFORCEMENT
How often do you associate the following descriptions with the court system in resolving business disputes?
Fair and impartial
171
16
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
In resolving business disputes, court system is: Honest/uncorrupted
In resolving business disputes, court system is: Honest/uncorrupted
In resolving business disputes, court system is: Honest/uncorrupted
In resolving business disputes, court system is: Honest/uncorrupted
In resolving business disputes, court system is: Honest/uncorrupted
How often do you associate the following descriptions with the court system in resolving business disputes?
Honest/uncorrupted
166
21
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
In resolving business disputes, court system is: Quick
In resolving business disputes, court system is: Quick
In resolving business disputes, court system is: Quick
In resolving business disputes, court system is: Quick
In resolving business disputes, court system is: Quick
How often do you associate the following descriptions with the court system in resolving business disputes?
Quick
176
11
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
In resolving business disputes, court system is: Affordable
In resolving business disputes, court system is: Affordable
In resolving business disputes, court system is: Affordable
In resolving business disputes, court system is: Affordable
In resolving business disputes, court system is: Affordable
How often do you associate the following descriptions with the court system in resolving business disputes?
Affordable
175
12
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
In resolving business disputes, court system is: Able to enforce its decisions
In resolving business disputes, court system is: Able to enforce its decisions
In resolving business disputes, court system is: Able to enforce its decisions
In resolving business disputes, court system is: Able to enforce its decisions
In resolving business disputes, court system is: Able to enforce its decisions
How often do you associate the following descriptions with the court system in resolving business disputes?
Able to enforce its decisions
173
14
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Agree/disagree with the statement
Agree/disagree with the statement
Agree/disagree with the statement
Agree/disagree with the statement
Agree/disagree with the statement
To what degree do you agree with this statement? “I am confident that the legal system will uphold my contract and property rights in business disputes”.
177
10
1
Strongly disagree
2
Disagree in most cases
3
Tend to disagree
4
Tend to agree
5
Agree in most cases
6
Strongly agree
7
Don't know
Sysmiss
% sales pre-paid
% sales pre-paid
% sales pre-paid
% sales pre-paid
% sales pre-paid
I WOULD NOW LIKE TO ASK YOU SOME QUESTIONS ABOUT THE PAYMENT TERMS OF YOUR FIRM
What per cent of your firm’s sales are pre-paid?
186
1
50
6.634
10.755
1
2
3
4
5
6
8
10
15
17
20
23
25
30
35
40
45
50
Sysmiss
% sales sold on credit
% sales sold on credit
% sales sold on credit
% sales sold on credit
% sales sold on credit
What per cent of your firm’s sales are sold on credit?
187
100
9.647
21
1
2
3
5
10
15
20
25
30
36
40
50
60
66
70
80
95
100
Firm had to resolve an overdue payment
Firm had to resolve an overdue payment
Firm had to resolve an overdue payment
Firm had to resolve an overdue payment
Firm had to resolve an overdue payment
Have you ever had to resolve an overdue payment?
187
1
Yes
2
No
Weeks to resolve an overdue payment
Weeks to resolve an overdue payment
Weeks to resolve an overdue payment
Weeks to resolve an overdue payment
Weeks to resolve an overdue payment
How long did it typically take (in weeks) to resolve an overdue payment?
141
46
1
104
18.397
19.316
1
2
3
4
5
6
7
8
10
11
12
13
14
15
16
17
20
21
24
25
28
30
40
45
48
50
52
54
56
60
70
96
104
Sysmiss
% payments resolved by court action
% payments resolved by court action
% payments resolved by court action
% payments resolved by court action
% payments resolved by court action
Of these disputes over payments, what per cent was resolved by court action?
82
105
1
100
26.659
32.253
1
2
3
5
10
15
20
25
30
33
40
50
60
70
80
90
99
100
Sysmiss
Number of cases where firm was: Plaintiff
Number of cases where firm was: Plaintiff
Number of cases where firm was: Plaintiff
Number of cases where firm was: Plaintiff
Number of cases where firm was: Plaintiff
How many cases in civil or commercial arbitration courts have involved your enterprise either as a plaintiff or defendant since January 2000?
165
22
50
5.291
10.796
1
2
3
4
5
6
7
8
9
10
12
13
15
18
20
30
50
Sysmiss
Number of cases where firm was: Defendant
Number of cases where firm was: Defendant
Number of cases where firm was: Defendant
Number of cases where firm was: Defendant
Number of cases where firm was: Defendant
How many cases in civil or commercial arbitration courts have involved your enterprise either as a plaintiff or defendant since January 2000?
164
23
25
1.311
3.388
1
2
3
4
5
6
7
8
10
15
20
25
Sysmiss
Make payments: Security
Make payments: Security
Make payments: Security
Make payments: Security
Make payments: Security
Do you pay for security (equipment, personnel, etc. excluding “protection payments”) or protection payments?
Security (equipment, personnel, etc. excluding “protection payments”)
186
1
1
Yes
2
No
Sysmiss
Make payments: Protection payments
Make payments: Protection payments
Make payments: Protection payments
Make payments: Protection payments
Make payments: Protection payments
Do you pay for security (equipment, personnel, etc. excluding "protection payments") or protection payments?
Protection payments
168
19
1
Yes
2
No
Sysmiss
% of total annual sales: Security
% of total annual sales: Security
% of total annual sales: Security
% of total annual sales: Security
% of total annual sales: Security
Do you pay for security (equipment, personnel, etc. excluding “protection payments”) or protection payments? If yes, what per cent of your total annual sales do you pay?
Security (equipment, personnel, etc. excluding "protection payments")
138
49
0.1
10
1.851
2.013
0.100000001490116
0.200000002980232
0.300000011920929
0.400000005960464
0.5
0.600000023841858
0.699999988079071
0.800000011920929
1
1.5
2
2.5
2.90000009536743
3
4
5
6
7
10
Sysmiss
% of total annual sales: Protection payments
% of total annual sales: Protection payments
% of total annual sales: Protection payments
% of total annual sales: Protection payments
% of total annual sales: Protection payments
Do you pay for security (equipment, personnel, etc. excluding "protection payments") or protection payments? If yes, what per cent of your total annual sales do you pay?
Protection payments
10
177
0.1
1
0.79
0.351
0.100000001490116
0.300000011920929
0.5
1
Sysmiss
Firm had losses as a result of theft, robbery, vandalism or arson
Firm had losses as a result of theft, robbery, vandalism or arson
Firm had losses as a result of theft, robbery, vandalism or arson
Firm had losses as a result of theft, robbery, vandalism or arson
Firm had losses as a result of theft, robbery, vandalism or arson
Have you had any losses as a result of theft, robbery, vandalism or arson against your establishment in 2001?
186
1
1
Yes
2
No
Sysmiss
% of losses as a result of theft, robbery, vandalism or arson
% of losses as a result of theft, robbery, vandalism or arson
% of losses as a result of theft, robbery, vandalism or arson
% of losses as a result of theft, robbery, vandalism or arson
% of losses as a result of theft, robbery, vandalism or arson
Have you had any losses as a result of theft, robbery, vandalism or arson against your establishment in 2001? If yes, what were your estimated losses as a per cent of your total 2001 sales?
182
5
7.5
0.295
1.116
0.100000001490116
0.300000011920929
0.5
0.699999988079071
1
2
4
5
6
7.5
Sysmiss
Agree/disagree with: Information on the laws/regulations is easy to obtain
Agree/disagree with: Information on the laws/regulations is easy to obtain
Agree/disagree with: Information on the laws/regulations is easy to obtain
Agree/disagree with: Information on the laws/regulations is easy to obtain
Agree/disagree with: Information on the laws/regulations is easy to obtain
NOW I WOULD LIKE YOU TO THINK ABOUT THE GOVERNMENT POLICIES, LAWS AND REGULATIONS GOVERNING YOUR BUSINESS
To what degree do you agree with the following statements?
Information on the laws & regulations affecting my firm is easy to obtain
182
5
1
Strongly disagree
2
Disagree in most cases
3
Tend to disagree
4
Tend to agree
5
Agree in most cases
6
Strongly agree
7
Don't know
Sysmiss
Agree/disagree with: Interpretations of laws/regulations are consistent/ predictable
Agree/disagree with: Interpretations of laws/regulations are consistent/ predictable
Agree/disagree with: Interpretations of laws/regulations are consistent/ predictable
Agree/disagree with: Interpretations of laws/regulations are consistent/ predictable
Agree/disagree with: Interpretations of laws/regulations are consistent/ predictable
To what degree do you agree with the following statements?
Interpretations of the laws and regulations affecting my firm are consistent & predictable
183
4
1
Strongly disagree
2
Disagree in most cases
3
Tend to disagree
4
Tend to agree
5
Agree in most cases
6
Strongly agree
7
Don't know
Sysmiss
Unforeseen change in laws or regulations likely/unlikely to occur
Unforeseen change in laws or regulations likely/unlikely to occur
Unforeseen change in laws or regulations likely/unlikely to occur
Unforeseen change in laws or regulations likely/unlikely to occur
Unforeseen change in laws or regulations likely/unlikely to occur
How likely do you think it is that an unforeseen change in laws or regulations will occur in 2003 and have a significant impact on your business?
176
11
1
Extremely unlikely
2
Highly unlikely
3
Fairly unlikely
4
Fairly likely
5
Highly likely
6
Extremely likely
7
Don’t know
Sysmiss
% of senior management’s time in dealing with public officials
% of senior management’s time in dealing with public officials
% of senior management’s time in dealing with public officials
% of senior management’s time in dealing with public officials
% of senior management’s time in dealing with public officials
What per cent of senior management’s time in 2001 was spent in dealing with public officials about the application and interpretation of laws and regulations and to get or to maintain access to public services?
187
50
5.881
9.329
0.100000001490116
0.200000002980232
0.5
1
1.5
2
3
4
5
7
10
12
13
15
20
25
30
40
50
How often the following statement is true
How often the following statement is true
How often the following statement is true
How often the following statement is true
How often the following statement is true
How often is the following statement true? “If a government agent acts against the rules I can usually go to another official or to his superior and get the correct treatment without recourse to unofficial payments/gifts.”
166
21
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Firm member of a business association or chamber of commerce
Firm member of a business association or chamber of commerce
Firm member of a business association or chamber of commerce
Firm member of a business association or chamber of commerce
Firm member of a business association or chamber of commerce
Is your firm a member of a business association or chamber of commerce?
187
1
Yes
2
No
Value of business association services: Lobbying government
Value of business association services: Lobbying government
Value of business association services: Lobbying government
Value of business association services: Lobbying government
Value of business association services: Lobbying government
What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? “Critical value to your firm” should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm.
Lobbying government
142
45
No value
1
Minor value
2
Moderate value
3
Major value
4
Critical value to your firm
5
Not provided
Sysmiss
Value of business association services: Resolution of disputes
Value of business association services: Resolution of disputes
Value of business association services: Resolution of disputes
Value of business association services: Resolution of disputes
Value of business association services: Resolution of disputes
What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? "Critical value to your firm" should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm.
Resolution of disputes (with officials, workers or other firms)
142
45
No value
1
Minor value
2
Moderate value
3
Major value
4
Critical value to your firm
5
Not provided
Sysmiss
Value of business association services: Information and/or contacts on domestic product and input markets
Value of business association services: Information and/or contacts on domestic product and input markets
Value of business association services: Information and/or contacts on domestic product and input markets
Value of business association services: Information and/or contacts on domestic product and input markets
Value of business association services: Information and/or contacts on domestic product and input markets
What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? "Critical value to your firm" should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm.
Information and/or contacts on domestic product and input markets
143
44
No value
1
Minor value
2
Moderate value
3
Major value
4
Critical value to your firm
5
Not provided
Sysmiss
Value of business association services: Information and/or contacts on international product and input markets
Value of business association services: Information and/or contacts on international product and input markets
Value of business association services: Information and/or contacts on international product and input markets
Value of business association services: Information and/or contacts on international product and input markets
Value of business association services: Information and/or contacts on international product and input markets
What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? "Critical value to your firm" should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm.
Information and/or contacts on international product and input markets
143
44
No value
1
Minor value
2
Moderate value
3
Major value
4
Critical value to your firm
5
Not provided
Sysmiss
Value of business association services: Accrediting standards or quality of products; reputational benefits
Value of business association services: Accrediting standards or quality of products; reputational benefits
Value of business association services: Accrediting standards or quality of products; reputational benefits
Value of business association services: Accrediting standards or quality of products; reputational benefits
Value of business association services: Accrediting standards or quality of products; reputational benefits
What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? "Critical value to your firm" should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm.
Accrediting standards or quality of products; reputational benefits
143
44
No value
1
Minor value
2
Moderate value
3
Major value
4
Critical value to your firm
5
Not provided
Sysmiss
Value of business association services: Information on government regulations
Value of business association services: Information on government regulations
Value of business association services: Information on government regulations
Value of business association services: Information on government regulations
Value of business association services: Information on government regulations
What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? "Critical value to your firm" should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm.
Information on government regulations
143
44
No value
1
Minor value
2
Moderate value
3
Major value
4
Critical value to your firm
5
Not provided
Sysmiss
Firm sought to influence the content of laws/regulations affecting it
Firm sought to influence the content of laws/regulations affecting it
Firm sought to influence the content of laws/regulations affecting it
Firm sought to influence the content of laws/regulations affecting it
Firm sought to influence the content of laws/regulations affecting it
THINK ABOUT NATIONAL LAWS AND REGULATIONS ENACTED IN 2001 THAT HAD A SUBSTANTIAL IMPACT ON YOUR BUSINESS:
Did your firm seek to influence the content of laws or regulations affecting it?
187
1
Yes
2
No
Influence on recently enacted laws/regulations: Your firm
Influence on recently enacted laws/regulations: Your firm
Influence on recently enacted laws/regulations: Your firm
Influence on recently enacted laws/regulations: Your firm
Influence on recently enacted laws/regulations: Your firm
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Your firm
184
3
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Domestic competitors
Influence on recently enacted laws/regulations: Domestic competitors
Influence on recently enacted laws/regulations: Domestic competitors
Influence on recently enacted laws/regulations: Domestic competitors
Influence on recently enacted laws/regulations: Domestic competitors
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Your domestic competitors
178
9
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Other domestic firms
Influence on recently enacted laws/regulations: Other domestic firms
Influence on recently enacted laws/regulations: Other domestic firms
Influence on recently enacted laws/regulations: Other domestic firms
Influence on recently enacted laws/regulations: Other domestic firms
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Other domestic firms
165
22
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Foreign firms
Influence on recently enacted laws/regulations: Foreign firms
Influence on recently enacted laws/regulations: Foreign firms
Influence on recently enacted laws/regulations: Foreign firms
Influence on recently enacted laws/regulations: Foreign firms
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Foreign firms
167
20
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Business association to which firm belongs
Influence on recently enacted laws/regulations: Business association to which firm belongs
Influence on recently enacted laws/regulations: Business association to which firm belongs
Influence on recently enacted laws/regulations: Business association to which firm belongs
Influence on recently enacted laws/regulations: Business association to which firm belongs
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
A business association to which you belong
164
23
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Other business associations
Influence on recently enacted laws/regulations: Other business associations
Influence on recently enacted laws/regulations: Other business associations
Influence on recently enacted laws/regulations: Other business associations
Influence on recently enacted laws/regulations: Other business associations
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Other business associations
159
28
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Dominant firms/conglomerates
Influence on recently enacted laws/regulations: Dominant firms/conglomerates
Influence on recently enacted laws/regulations: Dominant firms/conglomerates
Influence on recently enacted laws/regulations: Dominant firms/conglomerates
Influence on recently enacted laws/regulations: Dominant firms/conglomerates
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Dominant firms or conglomerates in key sectors of the economy
176
11
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Labour unions
Influence on recently enacted laws/regulations: Labour unions
Influence on recently enacted laws/regulations: Labour unions
Influence on recently enacted laws/regulations: Labour unions
Influence on recently enacted laws/regulations: Labour unions
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Labour unions
174
13
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Organised crime
Influence on recently enacted laws/regulations: Organised crime
Influence on recently enacted laws/regulations: Organised crime
Influence on recently enacted laws/regulations: Organised crime
Influence on recently enacted laws/regulations: Organised crime
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Organised crime
146
41
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Regional/ local government
Influence on recently enacted laws/regulations: Regional/ local government
Influence on recently enacted laws/regulations: Regional/ local government
Influence on recently enacted laws/regulations: Regional/ local government
Influence on recently enacted laws/regulations: Regional/ local government
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Regional or local government
174
13
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Military
Influence on recently enacted laws/regulations: Military
Influence on recently enacted laws/regulations: Military
Influence on recently enacted laws/regulations: Military
Influence on recently enacted laws/regulations: Military
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Military
158
29
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: Individuals/firms with close personal ties to political leaders
Influence on recently enacted laws/regulations: Individuals/firms with close personal ties to political leaders
Influence on recently enacted laws/regulations: Individuals/firms with close personal ties to political leaders
Influence on recently enacted laws/regulations: Individuals/firms with close personal ties to political leaders
Influence on recently enacted laws/regulations: Individuals/firms with close personal ties to political leaders
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
Individuals or firms with close personal ties to political leaders
168
19
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Influence on recently enacted laws/regulations: International development agencies or foreign governments
Influence on recently enacted laws/regulations: International development agencies or foreign governments
Influence on recently enacted laws/regulations: International development agencies or foreign governments
Influence on recently enacted laws/regulations: International development agencies or foreign governments
Influence on recently enacted laws/regulations: International development agencies or foreign governments
How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business?
International development agencies or foreign governments
161
26
No impact
1
Minor influence
2
Moderate influence
3
Major influence
4
Decisive influence
5
Don't know
Sysmiss
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
WE NOW WANT TO ASK YOUR OPINION ON “UNOFFICIAL PAYMENTS” TO OFFICIALS IN THIS COUNTRY. CAN I PLEASE REASSURE YOU THAT:
We are interested in your opinions in a personal capacity
We do not imply in any way that your company makes unofficial payments/gifts
We recognise that your company neither approves of nor condones the use of unofficial payments/gifts
The responses that you give will be aggregated and presented in purely statistical terms; any comments you give me cannot be attributed to either you or your company
Thinking about officials, would you say the following statements are always, usually, frequently, sometimes, seldom or never true?
“It is common for firms in my line of business to have to pay some irregular “additional payments/gifts” to get things done ” with regard to customs, taxes, licenses, regulations, services etc."
171
16
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
Always/never true scale about unofficial payments
Thinking about officials, would you say the following statements are always, usually, frequently, sometimes, seldom or never true?
“Firms in my line of business usually know in advance about how much this ‘additional payment/gifts’ is"
154
33
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
% of total annual sales firms pay in unofficial payments/gifts to public officials
% of total annual sales firms pay in unofficial payments/gifts to public officials
% of total annual sales firms pay in unofficial payments/gifts to public officials
% of total annual sales firms pay in unofficial payments/gifts to public officials
% of total annual sales firms pay in unofficial payments/gifts to public officials
On average, what percent of total annual sales do firm’s like yours typically pay in unofficial payments/gifts to public officials?
187
10
0.645
1.784
0.100000001490116
0.200000002980232
0.300000011920929
0.5
1
2
3
5
10
Unofficial payments/gifts: To get connected to and maintain public services
Unofficial payments/gifts: To get connected to and maintain public services
Unofficial payments/gifts: To get connected to and maintain public services
Unofficial payments/gifts: To get connected to and maintain public services
Unofficial payments/gifts: To get connected to and maintain public services
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To get connected to and maintain public services (electricity and telephone)
149
38
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To obtain business licenses and permits
Unofficial payments/gifts: To obtain business licenses and permits
Unofficial payments/gifts: To obtain business licenses and permits
Unofficial payments/gifts: To obtain business licenses and permits
Unofficial payments/gifts: To obtain business licenses and permits
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To obtain business licenses and permits
154
33
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To obtain government contracts
Unofficial payments/gifts: To obtain government contracts
Unofficial payments/gifts: To obtain government contracts
Unofficial payments/gifts: To obtain government contracts
Unofficial payments/gifts: To obtain government contracts
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To obtain government contracts
139
48
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To deal with occupational health and safety inspections
Unofficial payments/gifts: To deal with occupational health and safety inspections
Unofficial payments/gifts: To deal with occupational health and safety inspections
Unofficial payments/gifts: To deal with occupational health and safety inspections
Unofficial payments/gifts: To deal with occupational health and safety inspections
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To deal with occupational health and safety inspections
153
34
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To deal with fire and building inspections
Unofficial payments/gifts: To deal with fire and building inspections
Unofficial payments/gifts: To deal with fire and building inspections
Unofficial payments/gifts: To deal with fire and building inspections
Unofficial payments/gifts: To deal with fire and building inspections
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To deal with fire and building inspections
153
34
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To deal with environmental inspections
Unofficial payments/gifts: To deal with environmental inspections
Unofficial payments/gifts: To deal with environmental inspections
Unofficial payments/gifts: To deal with environmental inspections
Unofficial payments/gifts: To deal with environmental inspections
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To deal with environmental inspections
150
37
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To deal with taxes and tax collection
Unofficial payments/gifts: To deal with taxes and tax collection
Unofficial payments/gifts: To deal with taxes and tax collection
Unofficial payments/gifts: To deal with taxes and tax collection
Unofficial payments/gifts: To deal with taxes and tax collection
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To deal with taxes and tax collection
154
33
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To deal with customs/imports
Unofficial payments/gifts: To deal with customs/imports
Unofficial payments/gifts: To deal with customs/imports
Unofficial payments/gifts: To deal with customs/imports
Unofficial payments/gifts: To deal with customs/imports
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To deal with customs/imports
148
39
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To deal with courts
Unofficial payments/gifts: To deal with courts
Unofficial payments/gifts: To deal with courts
Unofficial payments/gifts: To deal with courts
Unofficial payments/gifts: To deal with courts
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To deal with courts
145
42
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
Unofficial payments/gifts: To influence the content of new legislation rules decrees
Unofficial payments/gifts: To influence the content of new legislation rules decrees
Unofficial payments/gifts: To influence the content of new legislation rules decrees
Unofficial payments/gifts: To influence the content of new legislation rules decrees
Unofficial payments/gifts: To influence the content of new legislation rules decrees
Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes:
To influence the content of new legislation rules decrees, etc.
139
48
1
Never
2
Seldom
3
Sometime
4
Frequently
5
Usually
6
Always
7
Do not know
Sysmiss
% of contract value paid to secure the contract
% of contract value paid to secure the contract
% of contract value paid to secure the contract
% of contract value paid to secure the contract
% of contract value paid to secure the contract
When firms in your industry do business with the government, how much of the contract value would be typically paid in additional or unofficial payments/gifts to secure the contract?
187
20
0.89
2.998
1
2
2.5
5
6
10
13
15
20
% total annual sales the typical firm reports for tax purposes
% total annual sales the typical firm reports for tax purposes
% total annual sales the typical firm reports for tax purposes
% total annual sales the typical firm reports for tax purposes
% total annual sales the typical firm reports for tax purposes
Recognising the difficulties that many firms face in fully complying with taxes and regulations, what per cent of total annual sales would you estimate the typical firm in your area of business reports for tax purposes?
140
47
5
100
87.307
19.863
5
9
22
30
40
49
50
60
65
70
75
80
85
90
95
98
100
Sysmiss
Impact on company: Gifts or other benefits to parliamentarians
Impact on company: Gifts or other benefits to parliamentarians
Impact on company: Gifts or other benefits to parliamentarians
Impact on company: Gifts or other benefits to parliamentarians
Impact on company: Gifts or other benefits to parliamentarians
It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business.
Private payments/gifts or other benefits to Parliamentarians to affect their votes
145
42
No impact
1
Minor impact
2
Moderate impact
3
Major impact
4
Decisive impact
5
Don't know
Sysmiss
Impact on company: Gifts to government officials to affect the content of government decrees
Impact on company: Gifts to government officials to affect the content of government decrees
Impact on company: Gifts to government officials to affect the content of government decrees
Impact on company: Gifts to government officials to affect the content of government decrees
Impact on company: Gifts to government officials to affect the content of government decrees
It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business.
Private payments/gifts or other benefits to Government officials to affect the content of government decrees
142
45
No impact
1
Minor impact
2
Moderate impact
3
Major impact
4
Decisive impact
5
Don't know
Sysmiss
Impact on company: Gifts to judges to affect the decisions of criminal court cases
Impact on company: Gifts to judges to affect the decisions of criminal court cases
Impact on company: Gifts to judges to affect the decisions of criminal court cases
Impact on company: Gifts to judges to affect the decisions of criminal court cases
Impact on company: Gifts to judges to affect the decisions of criminal court cases
It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business.
Private payments/gifts or other benefits to judges to affect the decisions of criminal court cases
143
44
No impact
1
Minor impact
2
Moderate impact
3
Major impact
4
Decisive impact
5
Don't know
Sysmiss
Impact on company: Gifts to judges to affect the decisions in commercial cases
Impact on company: Gifts to judges to affect the decisions in commercial cases
Impact on company: Gifts to judges to affect the decisions in commercial cases
Impact on company: Gifts to judges to affect the decisions in commercial cases
Impact on company: Gifts to judges to affect the decisions in commercial cases
It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business.
Private payments/gifts or other benefits to judges to affect the decisions in commercial cases
145
42
No impact
1
Minor impact
2
Moderate impact
3
Major impact
4
Decisive impact
5
Don't know
Sysmiss
Impact on company: Gifts to central bank officials to affect central bank policies and decision
Impact on company: Gifts to central bank officials to affect central bank policies and decision
Impact on company: Gifts to central bank officials to affect central bank policies and decision
Impact on company: Gifts to central bank officials to affect central bank policies and decision
Impact on company: Gifts to central bank officials to affect central bank policies and decision
It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business.
Private payments/gifts or other benefits to central bank officials to affect central bank policies and decision
143
44
No impact
1
Minor impact
2
Moderate impact
3
Major impact
4
Decisive impact
5
Don't know
Sysmiss
Impact on company: Illegal contributions to political parties and/or election campaigns
Impact on company: Illegal contributions to political parties and/or election campaigns
Impact on company: Illegal contributions to political parties and/or election campaigns
Impact on company: Illegal contributions to political parties and/or election campaigns
Impact on company: Illegal contributions to political parties and/or election campaigns
It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business.
Illegal contributions to political parties and/or election campaigns to affect the decisions of elected officials
147
40
No impact
1
Minor impact
2
Moderate impact
3
Major impact
4
Decisive impact
5
Don't know
Sysmiss
% of working capital financed from: Internal funds/Retained earnings
% of working capital financed from: Internal funds/Retained earnings
% of working capital financed from: Internal funds/Retained earnings
% of working capital financed from: Internal funds/Retained earnings
% of working capital financed from: Internal funds/Retained earnings
What proportion of your firm’s working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
173
14
100
52.526
41.528
5
10
15
20
30
40
45
50
51
55
60
63
70
76
80
90
92
95
100
Sysmiss
% of working capital financed from: Equity (i.e. issue new shares)
% of working capital financed from: Equity (i.e. issue new shares)
% of working capital financed from: Equity (i.e. issue new shares)
% of working capital financed from: Equity (i.e. issue new shares)
% of working capital financed from: Equity (i.e. issue new shares)
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Equity (i.e. issue new shares)
173
14
100
8.786
23.792
2
5
8
10
15
20
30
40
50
60
70
80
100
Sysmiss
% of working capital financed from: Borrowing from local private commercial banks
% of working capital financed from: Borrowing from local private commercial banks
% of working capital financed from: Borrowing from local private commercial banks
% of working capital financed from: Borrowing from local private commercial banks
% of working capital financed from: Borrowing from local private commercial banks
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Borrowing from local private commercial banks
173
14
100
9.734
23.444
5
10
15
20
24
25
30
35
40
50
60
70
80
90
95
100
Sysmiss
% of working capital financed from: Borrowing from state-owned banks
% of working capital financed from: Borrowing from state-owned banks
% of working capital financed from: Borrowing from state-owned banks
% of working capital financed from: Borrowing from state-owned banks
% of working capital financed from: Borrowing from state-owned banks
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Borrowing from state-owned banks, including state development banks
173
14
100
5.029
15.236
10
20
30
40
50
80
90
100
Sysmiss
% of working capital financed from: Borrowing from foreign banks
% of working capital financed from: Borrowing from foreign banks
% of working capital financed from: Borrowing from foreign banks
% of working capital financed from: Borrowing from foreign banks
% of working capital financed from: Borrowing from foreign banks
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Borrowing from foreign banks
173
14
100
3.682
14.559
4
8
20
30
35
50
70
80
100
Sysmiss
% of working capital financed from: Loans from family/friends
% of working capital financed from: Loans from family/friends
% of working capital financed from: Loans from family/friends
% of working capital financed from: Loans from family/friends
% of working capital financed from: Loans from family/friends
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Loans from family/friends
173
14
100
3.179
12.599
5
10
20
30
40
50
100
Sysmiss
% of working capital financed from: Money lenders or other informal sources
% of working capital financed from: Money lenders or other informal sources
% of working capital financed from: Money lenders or other informal sources
% of working capital financed from: Money lenders or other informal sources
% of working capital financed from: Money lenders or other informal sources
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Money lenders or other informal sources (other than family/friends)
173
14
30
0.578
3.228
5
10
15
20
30
Sysmiss
% of working capital financed from: Trade credit from suppliers
% of working capital financed from: Trade credit from suppliers
% of working capital financed from: Trade credit from suppliers
% of working capital financed from: Trade credit from suppliers
% of working capital financed from: Trade credit from suppliers
What proportion of your firm’s working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Trade credit from suppliers
173
14
100
5.636
16.926
10
20
28
30
40
45
50
60
70
90
92
100
Sysmiss
% of working capital financed from: Trade credit from customers
% of working capital financed from: Trade credit from customers
% of working capital financed from: Trade credit from customers
% of working capital financed from: Trade credit from customers
% of working capital financed from: Trade credit from customers
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Trade credit from customers
173
14
30
0.578
3.529
10
20
30
Sysmiss
% of working capital financed from: Credit cards
% of working capital financed from: Credit cards
% of working capital financed from: Credit cards
% of working capital financed from: Credit cards
% of working capital financed from: Credit cards
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Credit cards
173
14
30
0.705
3.631
2
5
10
20
30
Sysmiss
% of working capital financed from: Leasing arrangement
% of working capital financed from: Leasing arrangement
% of working capital financed from: Leasing arrangement
% of working capital financed from: Leasing arrangement
% of working capital financed from: Leasing arrangement
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Leasing arrangement
173
14
100
1.908
8.895
2
3
5
10
15
20
40
100
Sysmiss
% of working capital financed from: The government (other than state-owned banks)
% of working capital financed from: The government (other than state-owned banks)
% of working capital financed from: The government (other than state-owned banks)
% of working capital financed from: The government (other than state-owned banks)
% of working capital financed from: The government (other than state-owned banks)
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
The government (other than state-owned banks)
173
14
100
1.214
10.057
5
20
85
100
Sysmiss
% of working capital financed from: Other
% of working capital financed from: Other
% of working capital financed from: Other
% of working capital financed from: Other
% of working capital financed from: Other
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Other (SPECIFY SOURCES)
173
14
100
6.445
23.376
15
30
40
55
80
95
100
Sysmiss
% of working capital financed from: Other
% of working capital financed from: Other
% of working capital financed from: Other
% of working capital financed from: Other
% of working capital financed from: Other
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Other
187
Sysmiss
% of new investments financed from: Internal funds/Retained earnings
% of new investments financed from: Internal funds/Retained earnings
% of new investments financed from: Internal funds/Retained earnings
% of new investments financed from: Internal funds/Retained earnings
% of new investments financed from: Internal funds/Retained earnings
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Internal funds/Retained earnings
129
58
100
45.217
41.897
5
10
15
20
30
33
40
50
60
65
70
80
85
90
95
100
Sysmiss
% of new investments financed from: Equity (i.e. issue new shares)
% of new investments financed from: Equity (i.e. issue new shares)
% of new investments financed from: Equity (i.e. issue new shares)
% of new investments financed from: Equity (i.e. issue new shares)
% of new investments financed from: Equity (i.e. issue new shares)
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Equity (i.e. issue new shares)
129
58
100
5.713
20.362
2
5
10
15
20
50
80
100
Sysmiss
% of new investments financed from: Borrowing from local private commercial banks
% of new investments financed from: Borrowing from local private commercial banks
% of new investments financed from: Borrowing from local private commercial banks
% of new investments financed from: Borrowing from local private commercial banks
% of new investments financed from: Borrowing from local private commercial banks
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Borrowing from local private commercial banks
129
58
100
10.411
25.157
10
20
30
33
40
50
60
70
80
90
100
Sysmiss
% of new investments financed from: Borrowing from state-owned banks
% of new investments financed from: Borrowing from state-owned banks
% of new investments financed from: Borrowing from state-owned banks
% of new investments financed from: Borrowing from state-owned banks
% of new investments financed from: Borrowing from state-owned banks
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Borrowing from state-owned banks, including state development banks
129
58
100
9.07
23.6
5
10
15
20
25
30
40
50
65
70
80
100
Sysmiss
% of new investments financed from: Borrowing from foreign banks
% of new investments financed from: Borrowing from foreign banks
% of new investments financed from: Borrowing from foreign banks
% of new investments financed from: Borrowing from foreign banks
% of new investments financed from: Borrowing from foreign banks
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Borrowing from foreign banks
129
58
100
6.047
20.848
5
25
30
40
50
70
80
100
Sysmiss
% of new investments financed from: Loans from family/friends
% of new investments financed from: Loans from family/friends
% of new investments financed from: Loans from family/friends
% of new investments financed from: Loans from family/friends
% of new investments financed from: Loans from family/friends
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Loans from family/friends
129
58
50
2.171
8.923
10
20
30
50
Sysmiss
% of new investments financed from: Money lenders or other informal sources
% of new investments financed from: Money lenders or other informal sources
% of new investments financed from: Money lenders or other informal sources
% of new investments financed from: Money lenders or other informal sources
% of new investments financed from: Money lenders or other informal sources
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Money lenders or other informal sources (other than family/friends)
129
58
30
1.047
4.828
5
10
20
30
Sysmiss
% of new investments financed from: Trade credit from suppliers
% of new investments financed from: Trade credit from suppliers
% of new investments financed from: Trade credit from suppliers
% of new investments financed from: Trade credit from suppliers
% of new investments financed from: Trade credit from suppliers
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Trade credit from suppliers
129
58
100
2.62
11.162
10
15
20
28
30
35
50
100
Sysmiss
% of new investments financed from: Trade credit from customers
% of new investments financed from: Trade credit from customers
% of new investments financed from: Trade credit from customers
% of new investments financed from: Trade credit from customers
% of new investments financed from: Trade credit from customers
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Trade credit from customers
129
58
20
0.388
2.623
10
20
Sysmiss
% of new investments financed from: Credit cards
% of new investments financed from: Credit cards
% of new investments financed from: Credit cards
% of new investments financed from: Credit cards
% of new investments financed from: Credit cards
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Credit cards
129
58
20
0.465
2.375
5
10
20
Sysmiss
% of new investments financed from: Leasing arrangement
% of new investments financed from: Leasing arrangement
% of new investments financed from: Leasing arrangement
% of new investments financed from: Leasing arrangement
% of new investments financed from: Leasing arrangement
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Leasing arrangement
129
58
100
5.884
17.933
5
10
15
20
30
34
60
70
100
Sysmiss
% of new investments financed from: The government (other than state-owned banks)
% of new investments financed from: The government (other than state-owned banks)
% of new investments financed from: The government (other than state-owned banks)
% of new investments financed from: The government (other than state-owned banks)
% of new investments financed from: The government (other than state-owned banks)
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
The government (other than state-owned banks)
129
58
100
3.256
16.496
10
40
80
90
100
Sysmiss
% of new investments financed from: Other
% of new investments financed from: Other
% of new investments financed from: Other
% of new investments financed from: Other
% of new investments financed from: Other
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Other (SPECIFY SOURCES)
129
58
100
7.713
26.715
95
100
Sysmiss
% of new investments financed from: Other
% of new investments financed from: Other
% of new investments financed from: Other
% of new investments financed from: Other
% of new investments financed from: Other
What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months?
Other
187
Sysmiss
Financing required collateral
Financing required collateral
Financing required collateral
Financing required collateral
Financing required collateral
Thinking of the most recent bank loan or overdraft you obtained, did the financing require collateral?
185
2
1
Yes
2
No
3
No loan
Sysmiss
Type of collateral
Type of collateral
Type of collateral
Type of collateral
Type of collateral
What kind of collateral (e.g. land, buildings, machinery, your home) was required? MULTIPLE ANSWER ALLOWED
81
106
1
Land
2
Buildings
3
Machinery
4
Your home
5
Other (Specify)
12
14
23
24
25
34
45
123
124
125
1234
1245
Sysmiss
Type of collateral: Land
Type of collateral: Land
Type of collateral: Land
Type of collateral: Land
Type of collateral: Land
What kind of collateral (e.g. land, buildings, machinery, your home) was required?
Land
81
106
1
Land
2
Buildings
3
Machinery
4
Your home
5
Other (Specify)
Sysmiss
Type of collateral: Buildings
Type of collateral: Buildings
Type of collateral: Buildings
Type of collateral: Buildings
Type of collateral: Buildings
What kind of collateral (e.g. land, buildings, machinery, your home) was required?
Buildings
38
149
1
Land
2
Buildings
3
Machinery
4
Your home
5
Other (Specify)
Sysmiss
Type of collateral: Machinery
Type of collateral: Machinery
Type of collateral: Machinery
Type of collateral: Machinery
Type of collateral: Machinery
What kind of collateral (e.g. land, buildings, machinery, your home) was required?
Machinery
14
173
1
Land
2
Buildings
3
Machinery
4
Your home
5
Other (Specify)
Sysmiss
Type of collateral: Your home
Type of collateral: Your home
Type of collateral: Your home
Type of collateral: Your home
Type of collateral: Your home
What kind of collateral (e.g. land, buildings, machinery, your home) was required?
Your home
3
184
1
Land
2
Buildings
3
Machinery
4
Your home
5
Other (Specify)
Sysmiss
Type of collateral: Other (specify)
Type of collateral: Other (specify)
Type of collateral: Other (specify)
Type of collateral: Other (specify)
Type of collateral: Other (specify)
What kind of collateral (e.g. land, buildings, machinery, your home) was required?
Other (specify)
187
1
Land
2
Buildings
3
Machinery
4
Your home
5
Other (Specify)
Sysmiss
Type of collateral: Other
Type of collateral: Other
Type of collateral: Other
Type of collateral: Other
Type of collateral: Other
What kind of collateral (e.g. land, buildings, machinery, your home) was required?
Other
187
Sysmiss
Value of the collateral required as % of the loan value
Value of the collateral required as % of the loan value
Value of the collateral required as % of the loan value
Value of the collateral required as % of the loan value
Value of the collateral required as % of the loan value
What was the approximate value of the collateral required as a percent of the loan value?
78
109
20
400
147.346
87.897
20
25
30
33
40
50
80
100
110
120
130
150
160
175
180
200
250
300
400
Sysmiss
Loan’s annual cost, %
Loan’s annual cost, %
Loan’s annual cost, %
Loan’s annual cost, %
Loan’s annual cost, %
What is the loan’s annual cost (i.e. rate of interest)?
96
91
2
25
10.178
3.92
2
3
4
4.5
5
5.90000009536743
6
6.5
7
7.5
8
8.39999961853027
8.5
9
9.5
10
10.5
11
11.5
11.8000001907349
12
13
14
15
18
20
25
Sysmiss
Duration of the loan, months
Duration of the loan, months
Duration of the loan, months
Duration of the loan, months
Duration of the loan, months
What is the duration of the loan in months?
95
92
1
120
38.211
27.209
1
3
6
8
12
16
24
36
48
60
72
84
96
120
Sysmiss
Days it took to agree the loan with the bank
Days it took to agree the loan with the bank
Days it took to agree the loan with the bank
Days it took to agree the loan with the bank
Days it took to agree the loan with the bank
How many days did it take to agree the loan with the bank from the date of application?
100
87
1
365
38.39
47.981
1
2
3
4
5
6
7
9
10
14
15
17
20
21
25
28
30
35
40
45
50
60
70
90
100
120
180
210
365
Sysmiss
Bank's reaction if company falls behind payments
Bank's reaction if company falls behind payments
Bank's reaction if company falls behind payments
Bank's reaction if company falls behind payments
Bank's reaction if company falls behind payments
Now I would like to ask you a hypothetical question. If your firm were to fall behind in its bank repayments, which of the following would best describe how you would expect the bank to react?
87
100
1
Do nothing
2
Extend the term of the loan without changing the conditions
3
Extend the term of the loan but increase the interest rate
4
Begin legal proceedings to take possession of some assets of the firm
5
Don’t know
Sysmiss
Impossible/very easy to obtain short-term working capital loan on commercial terms
Impossible/very easy to obtain short-term working capital loan on commercial terms
Impossible/very easy to obtain short-term working capital loan on commercial terms
Impossible/very easy to obtain short-term working capital loan on commercial terms
Impossible/very easy to obtain short-term working capital loan on commercial terms
Now I would like to ask you a hypothetical question. Suppose that your firm has to obtain a loan from a commercial bank. How easy would it be for your firm to obtain a short-term working capital loan on commercial terms.
165
22
1
Impossible
2
Very difficult
3
Fairly difficult
4
Fairly easy
5
Very easy
6
Don’t know
Sysmiss
Impossible/very easy to obtain long-term bank loan for new investment on commercial terms
Impossible/very easy to obtain long-term bank loan for new investment on commercial terms
Impossible/very easy to obtain long-term bank loan for new investment on commercial terms
Impossible/very easy to obtain long-term bank loan for new investment on commercial terms
Impossible/very easy to obtain long-term bank loan for new investment on commercial terms
Now I would like to ask you a hypothetical question. Suppose that your firm has to obtain a loan from a commercial bank. And how easy would it be for your firm to obtain a longer term banking loan for new investment.
161
26
1
Impossible
2
Very difficult
3
Fairly difficult
4
Fairly easy
5
Very easy
6
Don’t know
Sysmiss
Firm has changed its main bank since 1998
Firm has changed its main bank since 1998
Firm has changed its main bank since 1998
Firm has changed its main bank since 1998
Firm has changed its main bank since 1998
Has your firm changed its main bank (the single bank with which your firm has the closest relationship) since 1998?
182
5
1
Yes
2
No
3
No main bank
Sysmiss
Importance of changing main bank
Importance of changing main bank
Importance of changing main bank
Importance of changing main bank
Importance of changing main bank
And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
47
140
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Sources to finance interrupted cash flow
Sources to finance interrupted cash flow
Sources to finance interrupted cash flow
Sources to finance interrupted cash flow
Sources to finance interrupted cash flow
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance.
166
21
1
2
3
4
5
6
7
10
11
102
103
104
105
203
204
206
207
210
211
304
306
406
407
408
410
411
10203
10207
10210
10406
10408
20304
20306
20310
20406
20410
20411
20504
20510
20608
20610
30405
30406
30407
30411
30608
40607
40708
1020304
1020305
1020306
1020407
1020506
1020609
1030405
1040506
2030405
2030406
2030408
2030410
2030506
2030509
2030607
2030610
2030709
2030710
2040506
2040507
2040607
2040608
2040610
2040708
3040608
3040910
4061011
Sysmiss
Importance of sources to finance interrupted cash flow: Liquidate short term financial assets
Importance of sources to finance interrupted cash flow: Liquidate short term financial assets
Importance of sources to finance interrupted cash flow: Liquidate short term financial assets
Importance of sources to finance interrupted cash flow: Liquidate short term financial assets
Importance of sources to finance interrupted cash flow: Liquidate short term financial assets
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Liquidate short term financial assets
28
159
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Obtain credit from banks
Importance of sources to finance interrupted cash flow: Obtain credit from banks
Importance of sources to finance interrupted cash flow: Obtain credit from banks
Importance of sources to finance interrupted cash flow: Obtain credit from banks
Importance of sources to finance interrupted cash flow: Obtain credit from banks
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Obtain credit from banks
99
88
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Obtain credit from suppliers
Importance of sources to finance interrupted cash flow: Obtain credit from suppliers
Importance of sources to finance interrupted cash flow: Obtain credit from suppliers
Importance of sources to finance interrupted cash flow: Obtain credit from suppliers
Importance of sources to finance interrupted cash flow: Obtain credit from suppliers
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Obtain credit from suppliers
67
120
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Delay payment to suppliers/utilities
Importance of sources to finance interrupted cash flow: Delay payment to suppliers/utilities
Importance of sources to finance interrupted cash flow: Delay payment to suppliers/utilities
Importance of sources to finance interrupted cash flow: Delay payment to suppliers/utilities
Importance of sources to finance interrupted cash flow: Delay payment to suppliers/utilities
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Delay payment to suppliers/utilities
76
111
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Issue bills of exchange (e.g. veksels)
Importance of sources to finance interrupted cash flow: Issue bills of exchange (e.g. veksels)
Importance of sources to finance interrupted cash flow: Issue bills of exchange (e.g. veksels)
Importance of sources to finance interrupted cash flow: Issue bills of exchange (e.g. veksels)
Importance of sources to finance interrupted cash flow: Issue bills of exchange (e.g. veksels)
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Issue bills of exchange (e.g. veksels)
14
173
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Exchange goods for goods
Importance of sources to finance interrupted cash flow: Exchange goods for goods
Importance of sources to finance interrupted cash flow: Exchange goods for goods
Importance of sources to finance interrupted cash flow: Exchange goods for goods
Importance of sources to finance interrupted cash flow: Exchange goods for goods
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Exchange goods for goods
43
144
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Delay payments to budget and extra-budgetary funds
Importance of sources to finance interrupted cash flow: Delay payments to budget and extra-budgetary funds
Importance of sources to finance interrupted cash flow: Delay payments to budget and extra-budgetary funds
Importance of sources to finance interrupted cash flow: Delay payments to budget and extra-budgetary funds
Importance of sources to finance interrupted cash flow: Delay payments to budget and extra-budgetary funds
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Delay payments to budget (taxes) and extra-budgetary funds
15
172
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Delay payments to workers
Importance of sources to finance interrupted cash flow: Delay payments to workers
Importance of sources to finance interrupted cash flow: Delay payments to workers
Importance of sources to finance interrupted cash flow: Delay payments to workers
Importance of sources to finance interrupted cash flow: Delay payments to workers
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Delay payments to workers (wages)
10
177
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Obtain credit from the government
Importance of sources to finance interrupted cash flow: Obtain credit from the government
Importance of sources to finance interrupted cash flow: Obtain credit from the government
Importance of sources to finance interrupted cash flow: Obtain credit from the government
Importance of sources to finance interrupted cash flow: Obtain credit from the government
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Obtain credit from the government
4
183
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Obtain a subsidy from the government
Importance of sources to finance interrupted cash flow: Obtain a subsidy from the government
Importance of sources to finance interrupted cash flow: Obtain a subsidy from the government
Importance of sources to finance interrupted cash flow: Obtain a subsidy from the government
Importance of sources to finance interrupted cash flow: Obtain a subsidy from the government
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Obtain a subsidy from the government
16
171
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of sources to finance interrupted cash flow: Other (Specify source)
Importance of sources to finance interrupted cash flow: Other (Specify source)
Importance of sources to finance interrupted cash flow: Other (Specify source)
Importance of sources to finance interrupted cash flow: Other (Specify source)
Importance of sources to finance interrupted cash flow: Other (Specify source)
Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance:
Other (Specify source)
14
173
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Firm uses international accounting standards
Firm uses international accounting standards
Firm uses international accounting standards
Firm uses international accounting standards
Firm uses international accounting standards
Does your firm use international accounting standards (IAS)?
171
16
1
Yes
2
No
3
Don't know
Sysmiss
External auditor reviews firm's annual financial statement
External auditor reviews firm's annual financial statement
External auditor reviews firm's annual financial statement
External auditor reviews firm's annual financial statement
External auditor reviews firm's annual financial statement
Does your establishment have its annual financial statement reviewed by an external auditor?
185
2
1
Yes
2
No
3
Don't know
Sysmiss
Days to clear: Cheque
Days to clear: Cheque
Days to clear: Cheque
Days to clear: Cheque
Days to clear: Cheque
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Cheque
114
73
1
30
3.904
4.484
1
2
3
4
5
7
8
10
15
30
Sysmiss
Days to clear: Domestic currency wire
Days to clear: Domestic currency wire
Days to clear: Domestic currency wire
Days to clear: Domestic currency wire
Days to clear: Domestic currency wire
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Domestic currency wire
165
22
1
30
3.867
5.554
1
2
3
4
5
6
7
8
10
15
25
30
Sysmiss
Days to clear: Foreign currency wire
Days to clear: Foreign currency wire
Days to clear: Foreign currency wire
Days to clear: Foreign currency wire
Days to clear: Foreign currency wire
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Foreign currency wire
105
82
1
30
6.429
6.449
1
2
3
4
5
6
7
8
10
14
15
20
21
30
Sysmiss
Charge (% of transaction) for: Cheque
Charge (% of transaction) for: Cheque
Charge (% of transaction) for: Cheque
Charge (% of transaction) for: Cheque
Charge (% of transaction) for: Cheque
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Cheque
67
120
0.1
5
1.673
1.564
0.100000001490116
0.200000002980232
0.300000011920929
0.5
1
1.5
2
2.5
3
5
Sysmiss
Charge (% of transaction) for: Domestic currency wire
Charge (% of transaction) for: Domestic currency wire
Charge (% of transaction) for: Domestic currency wire
Charge (% of transaction) for: Domestic currency wire
Charge (% of transaction) for: Domestic currency wire
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Domestic currency wire
79
108
0.1
5
1.365
1.489
0.100000001490116
0.200000002980232
0.300000011920929
0.5
0.600000023841858
0.800000011920929
0.899999976158142
1
1.5
2
2.5
3
3.5
5
Sysmiss
Charge (% of transaction) for: Foreign currency wire
Charge (% of transaction) for: Foreign currency wire
Charge (% of transaction) for: Foreign currency wire
Charge (% of transaction) for: Foreign currency wire
Charge (% of transaction) for: Foreign currency wire
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Foreign currency wire
52
135
0.1
3
1.031
1.03
0.100000001490116
0.200000002980232
0.300000011920929
0.400000005960464
0.5
0.600000023841858
0.800000011920929
1
1.5
2
2.5
3
Sysmiss
Pay a lump/fixed sum for: Cheque
Pay a lump/fixed sum for: Cheque
Pay a lump/fixed sum for: Cheque
Pay a lump/fixed sum for: Cheque
Pay a lump/fixed sum for: Cheque
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Cheque
22
165
1
Sysmiss
Pay a lump/fixed sum for: Domestic currency wire
Pay a lump/fixed sum for: Domestic currency wire
Pay a lump/fixed sum for: Domestic currency wire
Pay a lump/fixed sum for: Domestic currency wire
Pay a lump/fixed sum for: Domestic currency wire
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Domestic currency wire
47
140
1
Sysmiss
Pay a lump/fixed sum for: Foreign currency wire
Pay a lump/fixed sum for: Foreign currency wire
Pay a lump/fixed sum for: Foreign currency wire
Pay a lump/fixed sum for: Foreign currency wire
Pay a lump/fixed sum for: Foreign currency wire
How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction?
Foreign currency wire
26
161
1
Sysmiss
% sales to customers settled by: Cash or bank transfer (cash settlement)
% sales to customers settled by: Cash or bank transfer (cash settlement)
% sales to customers settled by: Cash or bank transfer (cash settlement)
% sales to customers settled by: Cash or bank transfer (cash settlement)
% sales to customers settled by: Cash or bank transfer (cash settlement)
What share of your sales to your customers (in per cent) in 2001 was ultimately settled by:
Cash or bank transfer (cash settlement)
173
14
100
74.249
28.415
5
10
12
20
30
40
45
50
60
65
70
75
80
85
88
89
90
93
95
97
98
99
100
Sysmiss
% sales to customers settled by: Bills of exchange (e.g., veksels)
% sales to customers settled by: Bills of exchange (e.g., veksels)
% sales to customers settled by: Bills of exchange (e.g., veksels)
% sales to customers settled by: Bills of exchange (e.g., veksels)
% sales to customers settled by: Bills of exchange (e.g., veksels)
What share of your sales to your customers (in per cent) in 2001 was ultimately settled by:
Bills of exchange (e.g., veksels)
173
14
90
2.803
10.243
1
2
5
10
15
20
30
40
65
90
Sysmiss
% sales to customers settled by: Debt swaps or offsets
% sales to customers settled by: Debt swaps or offsets
% sales to customers settled by: Debt swaps or offsets
% sales to customers settled by: Debt swaps or offsets
% sales to customers settled by: Debt swaps or offsets
What share of your sales to your customers (in per cent) in 2001 was ultimately settled by:
Debt swaps or offsets
173
14
70
10.462
14.019
1
2
3
5
7
8
10
15
20
23
25
30
40
49
50
70
Sysmiss
% sales to customers settled by: Exchange of goods for goods
% sales to customers settled by: Exchange of goods for goods
% sales to customers settled by: Exchange of goods for goods
% sales to customers settled by: Exchange of goods for goods
% sales to customers settled by: Exchange of goods for goods
What share of your sales to your customers (in per cent) in 2001 was ultimately settled by:
Exchange of goods for goods
173
14
70
3.618
10.464
2
3
5
9
10
15
20
30
40
60
70
Sysmiss
% sales to customers settled by: Other
% sales to customers settled by: Other
% sales to customers settled by: Other
% sales to customers settled by: Other
% sales to customers settled by: Other
What share of your sales to your customers (in per cent) in 2001 was ultimately settled by:
Other
173
14
100
8.867
22.393
3
5
10
15
20
30
35
50
60
63
65
68
80
95
100
Sysmiss
% purchases from suppliers settled by: Cash or bank transfer (cash settlement)
% purchases from suppliers settled by: Cash or bank transfer (cash settlement)
% purchases from suppliers settled by: Cash or bank transfer (cash settlement)
% purchases from suppliers settled by: Cash or bank transfer (cash settlement)
% purchases from suppliers settled by: Cash or bank transfer (cash settlement)
What share of your purchases from suppliers in 2001 was ultimately settled by:
Cash or bank transfer (cash settlement)
161
26
100
73.963
30.694
1
5
10
20
25
30
33
40
50
55
60
70
74
75
80
85
88
90
95
97
98
99
100
Sysmiss
% purchases from suppliers settled by: Bills of exchange (e.g., veksels)
% purchases from suppliers settled by: Bills of exchange (e.g., veksels)
% purchases from suppliers settled by: Bills of exchange (e.g., veksels)
% purchases from suppliers settled by: Bills of exchange (e.g., veksels)
% purchases from suppliers settled by: Bills of exchange (e.g., veksels)
What share of your purchases from suppliers in 2001 was ultimately settled by:
Bills of exchange (e.g., veksels)
161
26
100
3.702
11.407
1
5
10
20
25
30
40
50
100
Sysmiss
% purchases from suppliers settled by: Debt swaps or offsets
% purchases from suppliers settled by: Debt swaps or offsets
% purchases from suppliers settled by: Debt swaps or offsets
% purchases from suppliers settled by: Debt swaps or offsets
% purchases from suppliers settled by: Debt swaps or offsets
What share of your purchases from suppliers in 2001 was ultimately settled by:
Debt swaps or offsets
161
26
80
10.807
15.614
1
2
3
5
7
8
10
12
15
18
20
23
25
30
33
40
49
50
60
80
Sysmiss
% purchases from suppliers settled by: Exchange of goods for goods
% purchases from suppliers settled by: Exchange of goods for goods
% purchases from suppliers settled by: Exchange of goods for goods
% purchases from suppliers settled by: Exchange of goods for goods
% purchases from suppliers settled by: Exchange of goods for goods
What share of your purchases from suppliers in 2001 was ultimately settled by:
Exchange of goods for goods
161
26
70
3.466
9.986
2
3
5
9
10
15
20
30
34
50
60
70
Sysmiss
% purchases from suppliers settled by: Other
% purchases from suppliers settled by: Other
% purchases from suppliers settled by: Other
% purchases from suppliers settled by: Other
% purchases from suppliers settled by: Other
What share of your purchases from suppliers in 2001 was ultimately settled by:
Other
161
26
100
8.062
23.167
3
5
10
15
20
30
35
40
50
60
67
84
94
95
100
Sysmiss
Payments overdue for: Utilities
Payments overdue for: Utilities
Payments overdue for: Utilities
Payments overdue for: Utilities
Payments overdue for: Utilities
Do you currently have any payments overdue (by more than 90 days) to each of the following.
Utilities
184
3
1
Yes
2
No
3
Don't know
Sysmiss
Payments overdue for: Taxes
Payments overdue for: Taxes
Payments overdue for: Taxes
Payments overdue for: Taxes
Payments overdue for: Taxes
Do you currently have any payments overdue (by more than 90 days) to each of the following.
Taxes
183
4
1
Yes
2
No
3
Don't know
Sysmiss
Payments overdue for: Employees
Payments overdue for: Employees
Payments overdue for: Employees
Payments overdue for: Employees
Payments overdue for: Employees
Do you currently have any payments overdue (by more than 90 days) to each of the following.
Employees
183
4
1
Yes
2
No
3
Don't know
Sysmiss
Payments overdue for: Material Input suppliers
Payments overdue for: Material Input suppliers
Payments overdue for: Material Input suppliers
Payments overdue for: Material Input suppliers
Payments overdue for: Material Input suppliers
Do you currently have any payments overdue (by more than 90 days) to each of the following.
Material Input suppliers
179
8
1
Yes
2
No
3
Don't know
Sysmiss
% total annual sales, overdue payments for: Utilities
% total annual sales, overdue payments for: Utilities
% total annual sales, overdue payments for: Utilities
% total annual sales, overdue payments for: Utilities
% total annual sales, overdue payments for: Utilities
Do you currently have any payments overdue (by more than 90 days) to each of the following. If yes, what is the amount of the overdue payments as a % of your total annual sales?
Utilities
179
8
10
0.279
1.39
1
2
4
5
9
10
Sysmiss
% total annual sales, overdue payments for: Taxes
% total annual sales, overdue payments for: Taxes
% total annual sales, overdue payments for: Taxes
% total annual sales, overdue payments for: Taxes
% total annual sales, overdue payments for: Taxes
Do you currently have any payments overdue (by more than 90 days) to each of the following. If yes, what is the amount of the overdue payments as a % of your total annual sales?
Taxes
179
8
20
0.542
2.857
1
2
4
5
15
20
Sysmiss
% total annual sales, overdue payments for: Employees
% total annual sales, overdue payments for: Employees
% total annual sales, overdue payments for: Employees
% total annual sales, overdue payments for: Employees
% total annual sales, overdue payments for: Employees
Do you currently have any payments overdue (by more than 90 days) to each of the following. If yes, what is the amount of the overdue payments as a % of your total annual sales?
Employees
179
8
5
0.0447
0.408
1
2
5
Sysmiss
% total annual sales, overdue payments for: Material Input suppliers
% total annual sales, overdue payments for: Material Input suppliers
% total annual sales, overdue payments for: Material Input suppliers
% total annual sales, overdue payments for: Material Input suppliers
% total annual sales, overdue payments for: Material Input suppliers
Do you currently have any payments overdue (by more than 90 days) to each of the following. If yes, what is the amount of the overdue payments as a % of your total annual sales?
Material Input suppliers
169
18
30
1.882
5.361
1
2
4
5
8
10
15
20
25
30
Sysmiss
Firm received subsidies from: National government
Firm received subsidies from: National government
Firm received subsidies from: National government
Firm received subsidies from: National government
Firm received subsidies from: National government
Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources?
National government
183
4
1
Yes
2
No
3
Don't know
Sysmiss
Firm received subsidies from: Regional or local government
Firm received subsidies from: Regional or local government
Firm received subsidies from: Regional or local government
Firm received subsidies from: Regional or local government
Firm received subsidies from: Regional or local government
Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources?
Regional or local government
181
6
1
Yes
2
No
3
Don't know
Sysmiss
Firm received subsidies from: Other (SPECIFY)
Firm received subsidies from: Other (SPECIFY)
Firm received subsidies from: Other (SPECIFY)
Firm received subsidies from: Other (SPECIFY)
Firm received subsidies from: Other (SPECIFY)
Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources?
Other (SPECIFY)
124
63
1
Yes
2
No
3
Don't know
Sysmiss
% of total annual sales, subsidies from: National government
% of total annual sales, subsidies from: National government
% of total annual sales, subsidies from: National government
% of total annual sales, subsidies from: National government
% of total annual sales, subsidies from: National government
Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources? If yes, on average since 1998, what was the amount of these subsidies as a per cent of average annual sales.
National government
181
6
95
0.993
7.353
0.100000001490116
0.300000011920929
0.5
1
2
3
6
7
8
10
12
20
95
Sysmiss
% of total annual sales, subsidies from: Regional or local government
% of total annual sales, subsidies from: Regional or local government
% of total annual sales, subsidies from: Regional or local government
% of total annual sales, subsidies from: Regional or local government
% of total annual sales, subsidies from: Regional or local government
Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources? If yes, on average since 1998, what was the amount of these subsidies as a per cent of average annual sales.
Regional or local government
179
8
80
1.441
9.631
5
35
53
80
Sysmiss
% of total annual sales, subsidies from: Other (SPECIFY)
% of total annual sales, subsidies from: Other (SPECIFY)
% of total annual sales, subsidies from: Other (SPECIFY)
% of total annual sales, subsidies from: Other (SPECIFY)
% of total annual sales, subsidies from: Other (SPECIFY)
Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources? If yes, on average since 1998, what was the amount of these subsidies as a per cent of average annual sales.
Other (SPECIFY)
124
63
8
0.1
0.817
4.40000009536743
8
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Access to financing
No obstacle/major obstacle to firm’s operation/growth: Access to financing
No obstacle/major obstacle to firm’s operation/growth: Access to financing
No obstacle/major obstacle to firm’s operation/growth: Access to financing
No obstacle/major obstacle to firm’s operation/growth: Access to financing
I WOULD NOW LIKE TO ASK YOU QUESTIONS ABOUT THE OVERALL BUSINESS ENVIRONMENT IN YOUR COUNTRY AND HOW IT AFFECTS YOUR FIRM
Can you tell me how problematic are these different factors for the operation and growth of your business.
Access to financing (e.g., collateral required) or financing not available from banks
181
6
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Cost of financing
No obstacle/major obstacle to firm’s operation/growth: Cost of financing
No obstacle/major obstacle to firm’s operation/growth: Cost of financing
No obstacle/major obstacle to firm’s operation/growth: Cost of financing
No obstacle/major obstacle to firm’s operation/growth: Cost of financing
Can you tell me how problematic are these different factors for the operation and growth of your business.
Cost of financing (e.g., interest rates and charges)
184
3
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth:Telecommunications
No obstacle/major obstacle to firm’s operation/growth:Telecommunications
No obstacle/major obstacle to firm’s operation/growth:Telecommunications
No obstacle/major obstacle to firm’s operation/growth:Telecommunications
No obstacle/major obstacle to firm’s operation/growth:Telecommunications
Can you tell me how problematic are these different factors for the operation and growth of your business.
Telecommunications
186
1
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Electricity
No obstacle/major obstacle to firm’s operation/growth: Electricity
No obstacle/major obstacle to firm’s operation/growth: Electricity
No obstacle/major obstacle to firm’s operation/growth: Electricity
No obstacle/major obstacle to firm’s operation/growth: Electricity
Can you tell me how problematic are these different factors for the operation and growth of your business.
Electricity
185
2
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Transportation
No obstacle/major obstacle to firm’s operation/growth: Transportation
No obstacle/major obstacle to firm’s operation/growth: Transportation
No obstacle/major obstacle to firm’s operation/growth: Transportation
No obstacle/major obstacle to firm’s operation/growth: Transportation
Can you tell me how problematic are these different factors for the operation and growth of your business.
Transportation
185
2
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Access to land
No obstacle/major obstacle to firm’s operation/growth: Access to land
No obstacle/major obstacle to firm’s operation/growth: Access to land
No obstacle/major obstacle to firm’s operation/growth: Access to land
No obstacle/major obstacle to firm’s operation/growth: Access to land
Can you tell me how problematic are these different factors for the operation and growth of your business.
Access to land
175
12
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Tax rates
No obstacle/major obstacle to firm’s operation/growth: Tax rates
No obstacle/major obstacle to firm’s operation/growth: Tax rates
No obstacle/major obstacle to firm’s operation/growth: Tax rates
No obstacle/major obstacle to firm’s operation/growth: Tax rates
Can you tell me how problematic are these different factors for the operation and growth of your business.
Tax rates
187
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
No obstacle/major obstacle to firm’s operation/growth: Tax administration
No obstacle/major obstacle to firm’s operation/growth: Tax administration
No obstacle/major obstacle to firm’s operation/growth: Tax administration
No obstacle/major obstacle to firm’s operation/growth: Tax administration
No obstacle/major obstacle to firm’s operation/growth: Tax administration
Can you tell me how problematic are these different factors for the operation and growth of your business.
Tax administration
183
4
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Customs and trade regulations
No obstacle/major obstacle to firm’s operation/growth: Customs and trade regulations
No obstacle/major obstacle to firm’s operation/growth: Customs and trade regulations
No obstacle/major obstacle to firm’s operation/growth: Customs and trade regulations
No obstacle/major obstacle to firm’s operation/growth: Customs and trade regulations
Can you tell me how problematic are these different factors for the operation and growth of your business.
Customs and trade regulations
181
6
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Business licensing and permits
No obstacle/major obstacle to firm’s operation/growth: Business licensing and permits
No obstacle/major obstacle to firm’s operation/growth: Business licensing and permits
No obstacle/major obstacle to firm’s operation/growth: Business licensing and permits
No obstacle/major obstacle to firm’s operation/growth: Business licensing and permits
Can you tell me how problematic are these different factors for the operation and growth of your business.
Business licensing and permits
184
3
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Labour regulations
No obstacle/major obstacle to firm’s operation/growth: Labour regulations
No obstacle/major obstacle to firm’s operation/growth: Labour regulations
No obstacle/major obstacle to firm’s operation/growth: Labour regulations
No obstacle/major obstacle to firm’s operation/growth: Labour regulations
Can you tell me how problematic are these different factors for the operation and growth of your business.
Labour regulations
184
3
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Skills and education of available workers
No obstacle/major obstacle to firm’s operation/growth: Skills and education of available workers
No obstacle/major obstacle to firm’s operation/growth: Skills and education of available workers
No obstacle/major obstacle to firm’s operation/growth: Skills and education of available workers
No obstacle/major obstacle to firm’s operation/growth: Skills and education of available workers
Can you tell me how problematic are these different factors for the operation and growth of your business.
Skills and education of available workers
183
4
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Economic policy uncertainty
No obstacle/major obstacle to firm’s operation/growth: Economic policy uncertainty
No obstacle/major obstacle to firm’s operation/growth: Economic policy uncertainty
No obstacle/major obstacle to firm’s operation/growth: Economic policy uncertainty
No obstacle/major obstacle to firm’s operation/growth: Economic policy uncertainty
Can you tell me how problematic are these different factors for the operation and growth of your business.
Economic policy uncertainty
181
6
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Macroeconomic instability
No obstacle/major obstacle to firm’s operation/growth: Macroeconomic instability
No obstacle/major obstacle to firm’s operation/growth: Macroeconomic instability
No obstacle/major obstacle to firm’s operation/growth: Macroeconomic instability
No obstacle/major obstacle to firm’s operation/growth: Macroeconomic instability
Can you tell me how problematic are these different factors for the operation and growth of your business.
Macroeconomic instability (inflation, exchange rate)
184
3
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Functioning of the judiciary
No obstacle/major obstacle to firm’s operation/growth: Functioning of the judiciary
No obstacle/major obstacle to firm’s operation/growth: Functioning of the judiciary
No obstacle/major obstacle to firm’s operation/growth: Functioning of the judiciary
No obstacle/major obstacle to firm’s operation/growth: Functioning of the judiciary
Can you tell me how problematic are these different factors for the operation and growth of your business.
Functioning of the judiciary
185
2
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Corruption
No obstacle/major obstacle to firm’s operation/growth: Corruption
No obstacle/major obstacle to firm’s operation/growth: Corruption
No obstacle/major obstacle to firm’s operation/growth: Corruption
No obstacle/major obstacle to firm’s operation/growth: Corruption
Can you tell me how problematic are these different factors for the operation and growth of your business.
Corruption
173
14
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Street crime/theft/disorder
No obstacle/major obstacle to firm’s operation/growth: Street crime/theft/disorder
No obstacle/major obstacle to firm’s operation/growth: Street crime/theft/disorder
No obstacle/major obstacle to firm’s operation/growth: Street crime/theft/disorder
No obstacle/major obstacle to firm’s operation/growth: Street crime/theft/disorder
Can you tell me how problematic are these different factors for the operation and growth of your business.
Street crime/theft/disorder
177
10
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Organised crime/Mafia
No obstacle/major obstacle to firm’s operation/growth: Organised crime/Mafia
No obstacle/major obstacle to firm’s operation/growth: Organised crime/Mafia
No obstacle/major obstacle to firm’s operation/growth: Organised crime/Mafia
No obstacle/major obstacle to firm’s operation/growth: Organised crime/Mafia
Can you tell me how problematic are these different factors for the operation and growth of your business.
Organised crime/Mafia
172
15
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Anti-competitive practices of other producers
No obstacle/major obstacle to firm’s operation/growth: Anti-competitive practices of other producers
No obstacle/major obstacle to firm’s operation/growth: Anti-competitive practices of other producers
No obstacle/major obstacle to firm’s operation/growth: Anti-competitive practices of other producers
No obstacle/major obstacle to firm’s operation/growth: Anti-competitive practices of other producers
Can you tell me how problematic are these different factors for the operation and growth of your business.
Anti-competitive practices of other producers
183
4
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Contract violations of by customers/ suppliers
No obstacle/major obstacle to firm’s operation/growth: Contract violations of by customers/ suppliers
No obstacle/major obstacle to firm’s operation/growth: Contract violations of by customers/ suppliers
No obstacle/major obstacle to firm’s operation/growth: Contract violations of by customers/ suppliers
No obstacle/major obstacle to firm’s operation/growth: Contract violations of by customers/ suppliers
Can you tell me how problematic are these different factors for the operation and growth of your business.
Contract violations of by customers and suppliers
183
4
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Title or leasing of land
No obstacle/major obstacle to firm’s operation/growth: Title or leasing of land
No obstacle/major obstacle to firm’s operation/growth: Title or leasing of land
No obstacle/major obstacle to firm’s operation/growth: Title or leasing of land
No obstacle/major obstacle to firm’s operation/growth: Title or leasing of land
Can you tell me how problematic are these different factors for the operation and growth of your business.
Title or leasing of land
167
20
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Other (Specify)
No obstacle/major obstacle to firm’s operation/growth: Other (Specify)
No obstacle/major obstacle to firm’s operation/growth: Other (Specify)
No obstacle/major obstacle to firm’s operation/growth: Other (Specify)
No obstacle/major obstacle to firm’s operation/growth: Other (Specify)
Can you tell me how problematic are these different factors for the operation and growth of your business.
Other (Specify)
187
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
No obstacle/major obstacle to firm’s operation/growth: Other
No obstacle/major obstacle to firm’s operation/growth: Other
No obstacle/major obstacle to firm’s operation/growth: Other
No obstacle/major obstacle to firm’s operation/growth: Other
No obstacle/major obstacle to firm’s operation/growth: Other
Can you tell me how problematic are these different factors for the operation and growth of your business.
Other
187
1
No obstacle
2
Minor obstacle
3
Moderate obstacle
4
Major obstacle
5
Don't Know
Sysmiss
Increase/decrease in: Sales
Increase/decrease in: Sales
Increase/decrease in: Sales
Increase/decrease in: Sales
Increase/decrease in: Sales
I WOULD NOW LIKE TO ASK YOU SOME QUESTIONS ABOUT THE PERFORMANCE OF YOUR FIRM AND ITS INVESTMENT ACTIVITIES
Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation):
Sales
181
6
1
Increase
2
Decrease
3
No change
Sysmiss
Increase/decrease in: Exports
Increase/decrease in: Exports
Increase/decrease in: Exports
Increase/decrease in: Exports
Increase/decrease in: Exports
Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation):
Exports
176
11
1
Increase
2
Decrease
3
No change
Sysmiss
Increase/decrease in: Fixed Assets
Increase/decrease in: Fixed Assets
Increase/decrease in: Fixed Assets
Increase/decrease in: Fixed Assets
Increase/decrease in: Fixed Assets
Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation):
Fixed Assets (e.g., land, buildings, machinery and equipment)
176
11
1
Increase
2
Decrease
3
No change
Sysmiss
% change in: Sales
% change in: Sales
% change in: Sales
% change in: Sales
% change in: Sales
Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation):
Sales
143
44
2
500
46.203
61.036
2
3
5
6
7
8
10
15
17
20
25
30
34
35
37
40
45
50
54
60
65
70
80
100
115
130
200
300
500
Sysmiss
% change in: Exports
% change in: Exports
% change in: Exports
% change in: Exports
% change in: Exports
Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation):
Exports
39
148
5
200
41.333
40.228
5
10
15
20
30
32
40
50
60
100
200
Sysmiss
% change in: Fixed Assets
% change in: Fixed Assets
% change in: Fixed Assets
% change in: Fixed Assets
% change in: Fixed Assets
Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation):
Fixed Assets
105
82
5
700
58.962
99.635
5
6
10
15
18
20
30
35
40
50
60
65
70
80
90
92
100
120
200
300
500
700
Sysmiss
Firm’s total sales in 2001
Firm’s total sales in 2001
Firm’s total sales in 2001
Firm’s total sales in 2001
Firm’s total sales in 2001
For classification purposes please could you tell me:
The estimate of your firm’s total sales in 2001
123
64
15
37500
2030.691
5420.053
Replacement value of the physical production assets in 2001
Replacement value of the physical production assets in 2001
Replacement value of the physical production assets in 2001
Replacement value of the physical production assets in 2001
Replacement value of the physical production assets in 2001
For classification purposes please could you tell me:
The estimate of the replacement value of the physical production assets used by your firm (land, building, equipment) in 2001
121
66
1
41375
827.19
4004.037
% of average annual sales spent on: New buildings, machinery and equipment
% of average annual sales spent on: New buildings, machinery and equipment
% of average annual sales spent on: New buildings, machinery and equipment
% of average annual sales spent on: New buildings, machinery and equipment
% of average annual sales spent on: New buildings, machinery and equipment
On average since 1998 how much has your company spent on the following expressed as a per cent of the average annual sales of your firm over the same period?
New buildings, machinery and equipment
134
53
0.2
30
7.089
5.468
0.200000002980232
0.5
1
1.39999997615814
1.5
2
2.5
3
3.20000004768372
4
5
6
7
8
9
9.60000038146973
10
15
17
20
30
Sysmiss
% of average annual sales spent on: Research and development
% of average annual sales spent on: Research and development
% of average annual sales spent on: Research and development
% of average annual sales spent on: Research and development
% of average annual sales spent on: Research and development
On average since 1998 how much has your company spent on the following expressed as a per cent of the average annual sales of your firm over the same period?
Research and development (including wages and salaries of R&D personnel, materials, R&D related education and training costs)
79
108
0.1
50
4.968
6.523
0.100000001490116
0.200000002980232
0.5
1
2
2.09999990463257
3
3.5
4
5
6
7
8
9
10
15
20
50
Sysmiss
% of average annual sales spent on: Advertising and marketing
% of average annual sales spent on: Advertising and marketing
% of average annual sales spent on: Advertising and marketing
% of average annual sales spent on: Advertising and marketing
% of average annual sales spent on: Advertising and marketing
On average since 1998 how much has your company spent on the following expressed as a per cent of the average annual sales of your firm over the same period?
Advertising and marketing
131
56
0.1
15
3.579
3.556
0.100000001490116
0.200000002980232
0.300000011920929
0.5
0.600000023841858
1
2
2.5
3
3.5
4
5
8
10
15
Sysmiss
% of average annual sales spent on: Raw materials and bought in components/services
% of average annual sales spent on: Raw materials and bought in components/services
% of average annual sales spent on: Raw materials and bought in components/services
% of average annual sales spent on: Raw materials and bought in components/services
% of average annual sales spent on: Raw materials and bought in components/services
On average since 1998 how much has your company spent on the following expressed as a per cent of the average annual sales of your firm over the same period?
Raw materials and bought in components/services
117
70
0.3
80
35.43
21.64
0.300000011920929
0.5
1
2
3
4
5
10
12
15
20
23
25
30
35
39
40
45
50
55
56
60
65
68
70
75
78
80
Sysmiss
% of debt in relation to firm's total assets, 2001
% of debt in relation to firm's total assets, 2001
% of debt in relation to firm's total assets, 2001
% of debt in relation to firm's total assets, 2001
% of debt in relation to firm's total assets, 2001
At the end of 2001, what was the level (expressed as a per cent) of debt in relation to your total assets?
91
96
2
100
30.308
26.463
2
5
8
9
10
12
13
15
20
25
28
29
30
35
40
47
49
50
51
60
70
80
90
100
Sysmiss
% of debt in relation to firm's total assets, 1998/1999
% of debt in relation to firm's total assets, 1998/1999
% of debt in relation to firm's total assets, 1998/1999
% of debt in relation to firm's total assets, 1998/1999
% of debt in relation to firm's total assets, 1998/1999
At the end of 2001, what was the level (expressed as a per cent) of debt in relation to your total assets? And what was the level at the end of 1998/1999?
83
104
1
100
31.663
25.544
1
3
5
9
10
12
15
20
21
25
30
35
40
42
50
52
55
59
60
62
70
80
100
Sysmiss
% of gross profits in relation to firm's total sales, 2001
% of gross profits in relation to firm's total sales, 2001
% of gross profits in relation to firm's total sales, 2001
% of gross profits in relation to firm's total sales, 2001
% of gross profits in relation to firm's total sales, 2001
In 2001, what was the level (expressed as a per cent) of gross profits in relation to your total sales?
169
18
1
Negative
2
0%
3
1-10%
4
11-20%
5
21-30%
6
31-40%
7
More than 40%
Sysmiss
% of gross profits in relation to firm's total sales, 1998/1999
% of gross profits in relation to firm's total sales, 1998/1999
% of gross profits in relation to firm's total sales, 1998/1999
% of gross profits in relation to firm's total sales, 1998/1999
% of gross profits in relation to firm's total sales, 1998/1999
In 2001, what was the level (expressed as a per cent) of gross profits in relation to your total sales. What was the level in 1998/1999?
169
18
1
Negative
2
0%
3
1-10%
4
11-20%
5
21-30%
6
31-40%
7
More than 40%
Sysmiss
% of profits firm reinvested in 2001
% of profits firm reinvested in 2001
% of profits firm reinvested in 2001
% of profits firm reinvested in 2001
% of profits firm reinvested in 2001
How much did your firm reinvest out of profits in 2001?
172
15
1
0%
2
1-10%
3
11-25%
4
26-50%
5
51-75%
6
More than 75%
Sysmiss
% of total borrowing in foreign currency
% of total borrowing in foreign currency
% of total borrowing in foreign currency
% of total borrowing in foreign currency
% of total borrowing in foreign currency
What percentage of your total borrowing (loans, accounts payable) is currently denominated in foreign currency?
187
100
7.46
22.533
1
2
5
8
9
10
20
30
40
50
60
70
80
90
100
Company developed successfully a major new product line
Company developed successfully a major new product line
Company developed successfully a major new product line
Company developed successfully a major new product line
Company developed successfully a major new product line
Has your company undertaken any of the following initiatives since 1998?
Developed successfully a major new product line
184
3
1
Yes
2
No
Sysmiss
Company upgraded an existing product line
Company upgraded an existing product line
Company upgraded an existing product line
Company upgraded an existing product line
Company upgraded an existing product line
Has your company undertaken any of the following initiatives since 1998?
Upgraded an existing product line
184
3
1
Yes
2
No
Sysmiss
Company introduced new technology
Company introduced new technology
Company introduced new technology
Company introduced new technology
Company introduced new technology
Has your company undertaken any of the following initiatives since 1998?
Introduced new technology that has substantially changed the way that the main product is produced
182
5
1
Yes
2
No
Sysmiss
Company discontinued at least one product line
Company discontinued at least one product line
Company discontinued at least one product line
Company discontinued at least one product line
Company discontinued at least one product line
Has your company undertaken any of the following initiatives since 1998?
Discontinued at least one product (not production) line
182
5
1
Yes
2
No
Sysmiss
Company opened a new plant
Company opened a new plant
Company opened a new plant
Company opened a new plant
Company opened a new plant
Has your company undertaken any of the following initiatives since 1998?
Opened of new plant
181
6
1
Yes
2
No
Sysmiss
Company closed at least one existing plant or outlet
Company closed at least one existing plant or outlet
Company closed at least one existing plant or outlet
Company closed at least one existing plant or outlet
Company closed at least one existing plant or outlet
Has your company undertaken any of the following initiatives since 1998?
Closed at least one existing plant or outlet
180
7
1
Yes
2
No
Sysmiss
Company agreed a new joint venture with foreign partner
Company agreed a new joint venture with foreign partner
Company agreed a new joint venture with foreign partner
Company agreed a new joint venture with foreign partner
Company agreed a new joint venture with foreign partner
Has your company undertaken any of the following initiatives since 1998?
Agreed a new joint venture with foreign partner
181
6
1
Yes
2
No
Sysmiss
Company obtained a new licensing agreement
Company obtained a new licensing agreement
Company obtained a new licensing agreement
Company obtained a new licensing agreement
Company obtained a new licensing agreement
Has your company undertaken any of the following initiatives since 1998?
Obtained a new licensing agreement
180
7
1
Yes
2
No
Sysmiss
Company outsourced a major production activity
Company outsourced a major production activity
Company outsourced a major production activity
Company outsourced a major production activity
Company outsourced a major production activity
Has your company undertaken any of the following initiatives since 1998?
Outsourced a major production activity that was previously conducted in-house
182
5
1
Yes
2
No
Sysmiss
Company brought in-house of a major production activity
Company brought in-house of a major production activity
Company brought in-house of a major production activity
Company brought in-house of a major production activity
Company brought in-house of a major production activity
Has your company undertaken any of the following initiatives since 1998?
Brought in-house of a major production activity that was previously outsourced
181
6
1
Yes
2
No
Sysmiss
Company obtained a new quality accreditation (ISO 9000)
Company obtained a new quality accreditation (ISO 9000)
Company obtained a new quality accreditation (ISO 9000)
Company obtained a new quality accreditation (ISO 9000)
Company obtained a new quality accreditation (ISO 9000)
Has your company undertaken any of the following initiatives since 1998?
Obtained a new quality accreditation (ISO 9000)
182
5
1
Yes
2
No
Sysmiss
Importance of following initiatives: Company developed successfully a major new product line
Importance of following initiatives: Company developed successfully a major new product line
Importance of following initiatives: Company developed successfully a major new product line
Importance of following initiatives: Company developed successfully a major new product line
Importance of following initiatives: Company developed successfully a major new product line
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED “YES” ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Developed successfully a major new product line
89
98
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company upgraded an existing product line
Importance of following initiatives: Company upgraded an existing product line
Importance of following initiatives: Company upgraded an existing product line
Importance of following initiatives: Company upgraded an existing product line
Importance of following initiatives: Company upgraded an existing product line
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Upgraded an existing product line
128
59
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company introduced new technology
Importance of following initiatives: Company introduced new technology
Importance of following initiatives: Company introduced new technology
Importance of following initiatives: Company introduced new technology
Importance of following initiatives: Company introduced new technology
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Introduced new technology that has substantially changed the way that the main product is produced
64
123
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company discontinued at least one product line
Importance of following initiatives: Company discontinued at least one product line
Importance of following initiatives: Company discontinued at least one product line
Importance of following initiatives: Company discontinued at least one product line
Importance of following initiatives: Company discontinued at least one product line
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Discontinued at least one product (not production) line
49
138
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company opened a new plant
Importance of following initiatives: Company opened a new plant
Importance of following initiatives: Company opened a new plant
Importance of following initiatives: Company opened a new plant
Importance of following initiatives: Company opened a new plant
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Opened of new plant
45
142
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company closed at least one existing plant or outlet
Importance of following initiatives: Company closed at least one existing plant or outlet
Importance of following initiatives: Company closed at least one existing plant or outlet
Importance of following initiatives: Company closed at least one existing plant or outlet
Importance of following initiatives: Company closed at least one existing plant or outlet
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Closed at least one existing plant or outlet
26
161
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company agreed a new joint venture with foreign partner
Importance of following initiatives: Company agreed a new joint venture with foreign partner
Importance of following initiatives: Company agreed a new joint venture with foreign partner
Importance of following initiatives: Company agreed a new joint venture with foreign partner
Importance of following initiatives: Company agreed a new joint venture with foreign partner
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Agreed a new joint venture with foreign partner
16
171
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company obtained a new licensing agreement
Importance of following initiatives: Company obtained a new licensing agreement
Importance of following initiatives: Company obtained a new licensing agreement
Importance of following initiatives: Company obtained a new licensing agreement
Importance of following initiatives: Company obtained a new licensing agreement
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Obtained a new licensing agreement
22
165
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company outsourced a major production activity
Importance of following initiatives: Company outsourced a major production activity
Importance of following initiatives: Company outsourced a major production activity
Importance of following initiatives: Company outsourced a major production activity
Importance of following initiatives: Company outsourced a major production activity
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Outsourced a major production activity that was previously conducted in-house
6
181
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company brought in-house of a major production activity
Importance of following initiatives: Company brought in-house of a major production activity
Importance of following initiatives: Company brought in-house of a major production activity
Importance of following initiatives: Company brought in-house of a major production activity
Importance of following initiatives: Company brought in-house of a major production activity
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Brought in-house of a major production activity that was previously outsourced
22
165
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of following initiatives: Company obtained a new quality accreditation (ISO 9000)
Importance of following initiatives: Company obtained a new quality accreditation (ISO 9000)
Importance of following initiatives: Company obtained a new quality accreditation (ISO 9000)
Importance of following initiatives: Company obtained a new quality accreditation (ISO 9000)
Importance of following initiatives: Company obtained a new quality accreditation (ISO 9000)
Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period?
Obtained a new quality accreditation (ISO 9000)
28
159
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Firm's comparison with closest competitor
Firm's comparison with closest competitor
Firm's comparison with closest competitor
Firm's comparison with closest competitor
Firm's comparison with closest competitor
Thinking of your main product line or main line of services and comparing your production process with that of your closest competitor, which of the following best summarises your position:
172
15
1
My firm’s technology is less advanced than that of its main competitor
2
My firm’s technology is about the same as that of its main competitor
3
My firm’s technology is more advanced than that of its main competitor
4
Don’t know
Sysmiss
Change in firm's organisation of departments
Change in firm's organisation of departments
Change in firm's organisation of departments
Change in firm's organisation of departments
Change in firm's organisation of departments
Which of the following best describes the organisation of departments (in terms of the allocation of responsibilities, budgetary resources and staff) within your firm since 1998?
183
4
1
My firm is organised in much the same way as it was in 1998
2
My firm has had some reallocation of responsibility and resources between departments
3
My firm has had major reallocations of responsibility and resources between departments
4
My firm has had a completely new organisational structure
5
Don’t know
Sysmiss
Importance of pressure from domestic competitors to develop new products
Importance of pressure from domestic competitors to develop new products
Importance of pressure from domestic competitors to develop new products
Importance of pressure from domestic competitors to develop new products
Importance of pressure from domestic competitors to develop new products
How would you rate the importance of each of the following factors on key decisions about your business with respect to “Developing new products or services and markets”:
Pressure from domestic competitors
187
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Importance of pressure from foreign competitors to develop new products
Importance of pressure from foreign competitors to develop new products
Importance of pressure from foreign competitors to develop new products
Importance of pressure from foreign competitors to develop new products
Importance of pressure from foreign competitors to develop new products
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Developing new products or services and markets":
Pressure from foreign competitors
185
2
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from customers to develop new products
Importance of pressure from customers to develop new products
Importance of pressure from customers to develop new products
Importance of pressure from customers to develop new products
Importance of pressure from customers to develop new products
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Developing new products or services and markets":
Pressure from customers
183
4
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from creditors to develop new products
Importance of pressure from creditors to develop new products
Importance of pressure from creditors to develop new products
Importance of pressure from creditors to develop new products
Importance of pressure from creditors to develop new products
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Developing new products or services and markets":
Pressure from creditors
181
6
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from shareholders to develop new products
Importance of pressure from shareholders to develop new products
Importance of pressure from shareholders to develop new products
Importance of pressure from shareholders to develop new products
Importance of pressure from shareholders to develop new products
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Developing new products or services and markets":
Pressure from shareholders
157
30
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from government to develop new products
Importance of pressure from government to develop new products
Importance of pressure from government to develop new products
Importance of pressure from government to develop new products
Importance of pressure from government to develop new products
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Developing new products or services and markets":
Pressure from government or government agencies
170
17
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from domestic competitors to reduce production costs
Importance of pressure from domestic competitors to reduce production costs
Importance of pressure from domestic competitors to reduce production costs
Importance of pressure from domestic competitors to reduce production costs
Importance of pressure from domestic competitors to reduce production costs
How would you rate the importance of each of the following factors on key decisions about your business with respect to “Reducing the production costs of existing products or services”:
Pressure from domestic competitors
176
11
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from foreign competitors to reduce production costs
Importance of pressure from foreign competitors to reduce production costs
Importance of pressure from foreign competitors to reduce production costs
Importance of pressure from foreign competitors to reduce production costs
Importance of pressure from foreign competitors to reduce production costs
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Reducing the production costs of existing products or services":
Pressure from foreign competitors
177
10
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from customers to reduce production costs
Importance of pressure from customers to reduce production costs
Importance of pressure from customers to reduce production costs
Importance of pressure from customers to reduce production costs
Importance of pressure from customers to reduce production costs
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Reducing the production costs of existing products or services":
Pressure from customers
175
12
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from creditors to reduce production costs
Importance of pressure from creditors to reduce production costs
Importance of pressure from creditors to reduce production costs
Importance of pressure from creditors to reduce production costs
Importance of pressure from creditors to reduce production costs
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Reducing the production costs of existing products or services":
Pressure from creditors
173
14
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from shareholders to reduce production costs
Importance of pressure from shareholders to reduce production costs
Importance of pressure from shareholders to reduce production costs
Importance of pressure from shareholders to reduce production costs
Importance of pressure from shareholders to reduce production costs
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Reducing the production costs of existing products or services":
Pressure from shareholders
153
34
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Importance of pressure from government to reduce production costs
Importance of pressure from government to reduce production costs
Importance of pressure from government to reduce production costs
Importance of pressure from government to reduce production costs
Importance of pressure from government to reduce production costs
How would you rate the importance of each of the following factors on key decisions about your business with respect to "Reducing the production costs of existing products or services":
Pressure from government or government agencies
163
24
1
Not at all important
2
Slightly important
3
Fairly important
4
Very important
5
Don't know
Sysmiss
Current capacity of utilisation
Current capacity of utilisation
Current capacity of utilisation
Current capacity of utilisation
Current capacity of utilisation
In your judgement, what is your current output in comparison with the maximum output possible using the firm’s facilities/man power at the time? If you are using your facilities/man power to the full, answer 100%; if output was 60% of capacity, answer 60%.
159
28
20
100
82.925
17.305
20
40
50
60
65
70
75
80
85
90
95
100
Sysmiss
Capacity utilisation in 1998/1999
Capacity utilisation in 1998/1999
Capacity utilisation in 1998/1999
Capacity utilisation in 1998/1999
Capacity utilisation in 1998/1999
In your judgement, what is your current output in comparison with the maximum output possible using the firm’s facilities/man power at the time? If you are using your facilities/man power to the full, answer 100%; if output was 60% of capacity, answer 60%. What was the capacity utilisation in 1998/1999
159
28
30
100
79.629
19.245
30
40
50
51
60
65
70
75
80
85
90
95
100
Sysmiss
Current number of permanent full-time employees
Current number of permanent full-time employees
Current number of permanent full-time employees
Current number of permanent full-time employees
Current number of permanent full-time employees
How many permanent, full-time employees does your firm have now and how many did it have in 1998/1999? (give an estimate number)
184
3
2
3900
139.766
441.106
Number of permanent full-time employees, 1998/1999
Number of permanent full-time employees, 1998/1999
Number of permanent full-time employees, 1998/1999
Number of permanent full-time employees, 1998/1999
Number of permanent full-time employees, 1998/1999
How many permanent, full-time employees does your firm have now and how many did it have in 1998/1999? (give an estimate number)
183
4
1
3800
133.574
438.44
Current number of part-time or temporary employees
Current number of part-time or temporary employees
Current number of part-time or temporary employees
Current number of part-time or temporary employees
Current number of part-time or temporary employees
How many part-time or temporary employees does your firm have now and how many did it have in 1998/1999? (give an estimate number)
176
11
400
8.597
38.561
Number of part-time or temporary employees, 1998/1999
Number of part-time or temporary employees, 1998/1999
Number of part-time or temporary employees, 1998/1999
Number of part-time or temporary employees, 1998/1999
Number of part-time or temporary employees, 1998/1999
How many part-time or temporary employees does your firm have now and how many did it have in 1998/1999? (give an estimate number)
175
12
200
5.869
24.323
% of current permanent, full-time workers are: Managers
% of current permanent, full-time workers are: Managers
% of current permanent, full-time workers are: Managers
% of current permanent, full-time workers are: Managers
% of current permanent, full-time workers are: Managers
What per cent of your current permanent, full-time workers are:
Managers (excluding those involve in shop floor supervision)
179
8
100
15.212
15.806
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
20
21
22
23
25
27
28
30
33
34
40
50
60
80
100
Sysmiss
% of current permanent, full-time workers are: Professionals
% of current permanent, full-time workers are: Professionals
% of current permanent, full-time workers are: Professionals
% of current permanent, full-time workers are: Professionals
% of current permanent, full-time workers are: Professionals
What per cent of your current permanent, full-time workers are:
Professionals (e.g., accountants, engineers, scientists)
179
8
100
23.022
27.132
1
2
4
5
6
7
8
9
10
11
13
14
15
16
17
20
22
23
25
30
33
34
35
37
40
50
60
62
64
70
75
80
85
87
89
90
91
100
Sysmiss
% of current permanent, full-time workers are: Skilled workers
% of current permanent, full-time workers are: Skilled workers
% of current permanent, full-time workers are: Skilled workers
% of current permanent, full-time workers are: Skilled workers
% of current permanent, full-time workers are: Skilled workers
What per cent of your current permanent, full-time workers are:
Skilled workers
179
8
100
45.866
31.08
1
10
12
13
15
20
22
25
26
30
34
35
40
42
45
48
50
55
57
60
62
63
66
67
70
72
73
74
75
76
78
80
82
85
90
93
95
96
100
Sysmiss
% of current permanent, full-time workers are: Unskilled workers
% of current permanent, full-time workers are: Unskilled workers
% of current permanent, full-time workers are: Unskilled workers
% of current permanent, full-time workers are: Unskilled workers
% of current permanent, full-time workers are: Unskilled workers
What per cent of your current permanent, full-time workers are:
Unskilled workers
179
8
90
7.078
12.889
1
2
3
5
6
8
9
10
12
13
15
17
20
22
23
24
25
29
30
32
35
40
42
44
50
60
90
Sysmiss
% of current permanent, full-time workers are: Support workers
% of current permanent, full-time workers are: Support workers
% of current permanent, full-time workers are: Support workers
% of current permanent, full-time workers are: Support workers
% of current permanent, full-time workers are: Support workers
What per cent of your current permanent, full-time workers are:
Support workers (e.g., administration, sales)
179
8
67
8.821
13.757
1
2
3
4
5
6
7
8
10
12
13
14
15
18
20
25
29
30
34
36
40
44
50
53
60
67
Sysmiss
% of permanent, full-time employees are expatriates
% of permanent, full-time employees are expatriates
% of permanent, full-time employees are expatriates
% of permanent, full-time employees are expatriates
% of permanent, full-time employees are expatriates
What percent of your permanent, full-time employees are expatriates?
187
100
1.385
9.268
1
2
3
15
33
50
100
% of workforce did not complete primary school
% of workforce did not complete primary school
% of workforce did not complete primary school
% of workforce did not complete primary school
% of workforce did not complete primary school
What percent of the workforce at your firm have the following education levels:
Did not complete primary school
5
182
5
22
11.6
7.197
5
11
15
22
Sysmiss
% of workforce with primary schooling
% of workforce with primary schooling
% of workforce with primary schooling
% of workforce with primary schooling
% of workforce with primary schooling
What percent of the workforce at your firm have the following education levels:
Primary schooling
54
133
1
80
16.296
15.025
1
2
3
5
6
8
10
12
13
14
15
16
17
20
25
28
30
40
44
50
80
Sysmiss
% of workforce with some secondary school
% of workforce with some secondary school
% of workforce with some secondary school
% of workforce with some secondary school
% of workforce with some secondary school
What percent of the workforce at your firm have the following education levels:
Some secondary school
32
155
1
50
13.719
11.576
1
2
4
5
7
10
11
15
16
18
20
23
25
30
40
50
Sysmiss
% of workforce with secondary school diploma
% of workforce with secondary school diploma
% of workforce with secondary school diploma
% of workforce with secondary school diploma
% of workforce with secondary school diploma
What percent of the workforce at your firm have the following education levels:
Secondary school diploma
168
19
2
100
64.101
26.093
2
10
15
20
21
22
25
30
34
35
40
41
43
45
46
47
50
55
57
58
60
62
63
65
67
70
74
75
77
78
79
80
82
84
85
86
88
89
90
93
94
95
96
98
99
100
Sysmiss
% of workforce with some university
% of workforce with some university
% of workforce with some university
% of workforce with some university
% of workforce with some university
What percent of the workforce at your firm have the following education levels:
Some university
63
124
1
100
19.524
22.648
1
2
3
4
5
6
7
8
9
10
13
14
15
16
17
20
33
40
45
50
60
64
90
100
Sysmiss
% of workforce with university degree or higher
% of workforce with university degree or higher
% of workforce with university degree or higher
% of workforce with university degree or higher
% of workforce with university degree or higher
What percent of the workforce at your firm have the following education levels:
University degree or higher
142
45
1
100
31.155
25.549
1
2
3
5
7
8
10
12
15
16
17
20
24
25
28
29
30
33
35
40
50
55
60
62
65
67
70
75
80
85
98
100
Sysmiss
Weeks to fill vacancy for: Manager
Weeks to fill vacancy for: Manager
Weeks to fill vacancy for: Manager
Weeks to fill vacancy for: Manager
Weeks to fill vacancy for: Manager
How much time did it take to fill your most recent vacancy for a:
Manager?
34
153
1
40
8.382
10.06
1
2
3
4
6
7
8
12
20
24
40
Sysmiss
Weeks to fill vacancy for: Professional
Weeks to fill vacancy for: Professional
Weeks to fill vacancy for: Professional
Weeks to fill vacancy for: Professional
Weeks to fill vacancy for: Professional
How much time did it take to fill your most recent vacancy for a:
Professional?
60
127
1
97
8.983
14.169
1
2
3
4
5
6
8
10
12
15
16
30
52
97
Sysmiss
Weeks to fill vacancy for: Skilled worker
Weeks to fill vacancy for: Skilled worker
Weeks to fill vacancy for: Skilled worker
Weeks to fill vacancy for: Skilled worker
Weeks to fill vacancy for: Skilled worker
How much time did it take to fill your most recent vacancy for a:
Skilled worker?
92
95
1
72
6.087
11.397
1
2
3
4
5
7
8
10
12
16
24
30
48
56
72
Sysmiss
Weeks to fill vacancy for: Unskilled worker
Weeks to fill vacancy for: Unskilled worker
Weeks to fill vacancy for: Unskilled worker
Weeks to fill vacancy for: Unskilled worker
Weeks to fill vacancy for: Unskilled worker
How much time did it take to fill your most recent vacancy for a:
Unskilled worker?
32
155
1
6
1.938
1.343
1
2
3
4
5
6
Sysmiss
Weeks to fill vacancy for: Support workers
Weeks to fill vacancy for: Support workers
Weeks to fill vacancy for: Support workers
Weeks to fill vacancy for: Support workers
Weeks to fill vacancy for: Support workers
How much time did it take to fill your most recent vacancy for:
Support workers (e.g., administration, sales)?
40
147
1
52
4.45
8.124
1
2
3
4
6
7
8
10
12
52
Sysmiss
Formal training for: Managers
Formal training for: Managers
Formal training for: Managers
Formal training for: Managers
Formal training for: Managers
Do you offer formal training to your employees?
Managers
138
49
1
Yes
2
No
3
Don't know
Sysmiss
Formal training for: Professionals
Formal training for: Professionals
Formal training for: Professionals
Formal training for: Professionals
Formal training for: Professionals
Do you offer formal training to your employees?
Professionals
121
66
1
Yes
2
No
3
Don't know
Sysmiss
Formal training for: Skilled workers
Formal training for: Skilled workers
Formal training for: Skilled workers
Formal training for: Skilled workers
Formal training for: Skilled workers
Do you offer formal training to your employees?
Skilled workers
137
50
1
Yes
2
No
3
Don't know
Sysmiss
Formal training for: Unskilled workers
Formal training for: Unskilled workers
Formal training for: Unskilled workers
Formal training for: Unskilled workers
Formal training for: Unskilled workers
Do you offer formal training to your employees?
Unskilled workers
60
127
1
Yes
2
No
3
Don't know
Sysmiss
Formal training for: Support workers
Formal training for: Support workers
Formal training for: Support workers
Formal training for: Support workers
Formal training for: Support workers
Do you offer formal training to your employees?
Support workers
76
111
1
Yes
2
No
3
Don't know
Sysmiss
% received training in 2001: Managers
% received training in 2001: Managers
% received training in 2001: Managers
% received training in 2001: Managers
% received training in 2001: Managers
Do you offer formal training to your employees? If yes, what percent of employees in each category received training in 2001?
Managers
126
61
100
16.746
33.05
1
2
5
10
15
20
25
27
30
50
70
100
Sysmiss
% received training in 2001: Professionals
% received training in 2001: Professionals
% received training in 2001: Professionals
% received training in 2001: Professionals
% received training in 2001: Professionals
Do you offer formal training to your employees? If yes, what percent of employees in each category received training in 2001?
Professionals
114
73
100
20.123
33.646
1
2
6
10
11
14
15
20
25
30
50
64
75
90
100
Sysmiss
% received training in 2001: Skilled workers
% received training in 2001: Skilled workers
% received training in 2001: Skilled workers
% received training in 2001: Skilled workers
% received training in 2001: Skilled workers
Do you offer formal training to your employees? If yes, what percent of employees in each category received training in 2001?
Skilled workers
129
58
100
13.938
27.85
1
2
5
8
10
12
15
20
30
35
50
90
100
Sysmiss
% received training in 2001: Unskilled workers
% received training in 2001: Unskilled workers
% received training in 2001: Unskilled workers
% received training in 2001: Unskilled workers
% received training in 2001: Unskilled workers
Do you offer formal training to your employees? If yes, what percent of employees in each category received training in 2001?
Unskilled workers
57
130
100
4.439
15.69
3
10
20
30
50
100
Sysmiss
% received training in 2001: Support workers
% received training in 2001: Support workers
% received training in 2001: Support workers
% received training in 2001: Support workers
% received training in 2001: Support workers
Do you offer formal training to your employees? If yes, what percent of employees in each category received training in 2001?
Support workers
69
118
100
12.884
27.435
1
5
10
20
25
30
50
53
70
80
100
Sysmiss
Days lost due to: Strikes or other labour disputes
Days lost due to: Strikes or other labour disputes
Days lost due to: Strikes or other labour disputes
Days lost due to: Strikes or other labour disputes
Days lost due to: Strikes or other labour disputes
How many days did you lose in 2001 due to:
Strikes or other labour disputes?
181
6
60
0.392
4.472
1
2
4
60
Sysmiss
Days lost due to: Civil unrest
Days lost due to: Civil unrest
Days lost due to: Civil unrest
Days lost due to: Civil unrest
Days lost due to: Civil unrest
How many days did you lose in 2001 due to:
Civil unrest
181
6
1
0.011
0.105
1
Sysmiss
Optimal level of employment, %
Optimal level of employment, %
Optimal level of employment, %
Optimal level of employment, %
Optimal level of employment, %
Now, I would like to ask you a hypothetical question. If you could change the number of regular full-time workers you currently employ without any restrictions (i.e. without seeking permission, making severance payments etc.), what would be your optimal level of employment as a percent of your existing workforce? (e.g. 90% implies you would reduce your workforce by 10%, 110% means you want to expand by 10%)
161
26
10
400
110.807
41.805
10
40
50
65
70
75
80
90
92
94
95
97
100
105
110
112
115
120
125
130
140
150
160
170
180
200
250
400
Sysmiss
Change in: share of skilled workers
Change in: share of skilled workers
Change in: share of skilled workers
Change in: share of skilled workers
Change in: share of skilled workers
Since 1998, how have the following changed (increased/decreased).
The share of skilled workers
177
10
1
Increase
2
Decrease
3
No change
Sysmiss
Change in: share of unskilled workers
Change in: share of unskilled workers
Change in: share of unskilled workers
Change in: share of unskilled workers
Change in: share of unskilled workers
Since 1998, how have the following changed (increased/decreased).
The share of unskilled workers
140
47
1
Increase
2
Decrease
3
No change
Sysmiss
Change in: share of managers and professionals
Change in: share of managers and professionals
Change in: share of managers and professionals
Change in: share of managers and professionals
Change in: share of managers and professionals
Since 1998, how have the following changed (increased/decreased).
The share of managers and professionals
170
17
1
Increase
2
Decrease
3
No change
Sysmiss
Change in: share of employees with at least secondary education
Change in: share of employees with at least secondary education
Change in: share of employees with at least secondary education
Change in: share of employees with at least secondary education
Change in: share of employees with at least secondary education
Since 1998, how have the following changed (increased/decreased).
The share of employees that have at least a secondary education
160
27
1
Increase
2
Decrease
3
No change
Sysmiss
Importance of change in: share of skilled workers
Importance of change in: share of skilled workers
Importance of change in: share of skilled workers
Importance of change in: share of skilled workers
Importance of change in: share of skilled workers
Since 1998, how have the following changed (increased/decreased). If changed, how important in retrospect were they for the survival and/or growth of your company over that period:
The share of skilled workers
82
105
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of change in: share of unskilled workers
Importance of change in: share of unskilled workers
Importance of change in: share of unskilled workers
Importance of change in: share of unskilled workers
Importance of change in: share of unskilled workers
Since 1998, how have the following changed (increased/decreased). If changed, how important in retrospect were they for the survival and/or growth of your company over that period:
The share of unskilled workers
34
153
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of change in: share of managers and professionals
Importance of change in: share of managers and professionals
Importance of change in: share of managers and professionals
Importance of change in: share of managers and professionals
Importance of change in: share of managers and professionals
Since 1998, how have the following changed (increased/decreased). If changed, how important in retrospect were they for the survival and/or growth of your company over that period:
The share of managers and professionals
51
136
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of change in: share of employees with at least secondary education
Importance of change in: share of employees with at least secondary education
Importance of change in: share of employees with at least secondary education
Importance of change in: share of employees with at least secondary education
Importance of change in: share of employees with at least secondary education
Since 1998, how have the following changed (increased/decreased). If changed, how important in retrospect were they for the survival and/or growth of your company over that period:
The share of employees that have at least a secondary education
62
125
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Left company: Managers
Left company: Managers
Left company: Managers
Left company: Managers
Left company: Managers
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia?
Managers
169
18
1
Yes
2
No
Sysmiss
Left company: Professionals
Left company: Professionals
Left company: Professionals
Left company: Professionals
Left company: Professionals
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia?
Professionals
168
19
1
Yes
2
No
Sysmiss
Left company: Skilled workers
Left company: Skilled workers
Left company: Skilled workers
Left company: Skilled workers
Left company: Skilled workers
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia?
Skilled workers
172
15
1
Yes
2
No
Sysmiss
Number of managers that left company
Number of managers that left company
Number of managers that left company
Number of managers that left company
Number of managers that left company
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia?
Managers
15
172
1
10
2.4
2.384
1
2
3
5
10
Sysmiss
Number of professionals that left company
Number of professionals that left company
Number of professionals that left company
Number of professionals that left company
Number of professionals that left company
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia?
Professionals
28
159
1
30
3.607
5.679
1
2
3
4
6
7
8
10
30
Sysmiss
Number of skilled workers that left company
Number of skilled workers that left company
Number of skilled workers that left company
Number of skilled workers that left company
Number of skilled workers that left company
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia?
Skilled workers
32
155
1
100
8.906
19.483
1
2
3
4
5
10
12
20
30
50
100
Sysmiss
Importance of: Managers
Importance of: Managers
Importance of: Managers
Importance of: Managers
Importance of: Managers
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia? If so how important in retrospect were they for the survival and/or growth of your company over that period?
Managers
18
169
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of: Professionals
Importance of: Professionals
Importance of: Professionals
Importance of: Professionals
Importance of: Professionals
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia? If so how important in retrospect were they for the survival and/or growth of your company over that period?
Professionals
33
154
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Importance of: Skilled workers
Importance of: Skilled workers
Importance of: Skilled workers
Importance of: Skilled workers
Importance of: Skilled workers
Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia? If so how important in retrospect were they for the survival and/or growth of your company over that period?
Skilled workers
INTERVIEWER THANK RESPONDENT:
Thank you very much for having taken the time to complete this questionnaire. The information on your perceptions is a very important input for the evaluation of conditions in the business environment and private sector relations with government, as well as for the formulation of policy advice.
38
149
1
Not important
2
Slightly important
3
Fairly important
4
Very important
5
Extremely important
6
Don’t know
Sysmiss
Permission to include in panel database
Permission to include in panel database
Permission to include in panel database
Permission to include in panel database
Permission to include in panel database
INTERVIEWER: READ TO THE RESPONDENT
WE MAY REPEAT THIS SURVEY IN ABOUT 2-3 YEARS TIME IN ORDER TO SEE HOW THE BUSINESS ENVIRONEMENT HAS CHANGED. TO THIS END, WE WOULD LIKE TO ESTABLISH A PANEL OF COMPANIES AND WOULD ASK FOR YOUR PERMISSION TO INCLUDE YOUR COMPANY’S NAME, ADDRESS, AND TELEPHONE NUMBER IN A COFIDENTIAL DATABASE. THIS INFORMATION MAY BE USED BY OUR COMPANY OR A DIFFERENT RESEARCH AGENCY IN ORDER TO INTERVIEW YOU AGAIN IN 2-3 YEARS TIME. DO WE HAVE YOUR PERMISSION TO INCLUDE THE ABOVE-MENTIONED COMPANY DETAILS IN OUR DATABASE?
187
1
Permission granted
2
Permission refused
187
Accounting, book-keeping and auditing activities; tax consultancy
Activities of other transport agencies
Activities of travel agencies and tour operators; tourist assistance a
Agents involved in the sale of a variety of goods
Agents specializing in the sale of particular products or ranges of pr
Architectural and engineering activities and related technical consult
Artistic and literary creation and interpretation
Bars
Building and repairing of ships
Business and management consultancy activities
Composition and plate-making
Construction of highways, roads, airfields and sport facilities
Construction of water projects
Cutting, shaping and finishing of stone
Database activities
Finishing of textiles
Floor and wall covering
Forging, pressing, stamping and roll forming of metal; powder metallur
Freight transport by road
Funeral and related activities
General construction of buildings and civil engineering works
Hardware consultancy
Hotels and motels, with restaurant
Installation of electrical wiring and fittings
Investigation and security activities
Legal activities
Maintenance and repair of motor vehicles
Management of real estate on a fee or contract basis
Manufacture of bread; manufacture of fresh pastry goods and cakes
Manufacture of bricks, tiles and construction products, in baked clay
Manufacture of builders' ware of plastic
Manufacture of carpets and rugs
Manufacture of computers and other information processing equipment
Manufacture of cordage, rope, twine and netting
Manufacture of electric motors, generators and transformers
Manufacture of electronic valves and tubes and other electronic compon
Manufacture of lifting and handling equipment
Manufacture of machine-tools
Manufacture of medical and surgical equipment and orthopaedic applianc
Manufacture of metal structures and parts of structures
Manufacture of other chemical products n.e.c.
Manufacture of other electrical equipment n.e.c.
Manufacture of other furniture
Manufacture of other outerwear
Manufacture of other rubber products
Manufacture of prepared feeds for farm animals
Manufacture of railway and tramway locomotives and rolling stock
Manufacture of television and radio receivers, sound or video recordin
Manufacture of underwear
Manufacture of veneer sheets; manufacture of plywood, laminboard, part
Non-specialized wholesale of food, beverages and tobacco
Operation of arts facilities
Operation of gravel and sand pits
Other building completion
Other manufacturing n.e.c.
Other non-store retail sale
Other provision of lodgings n.e.c.
Other retail sale in non-specialized stores
Other retail sale in specialized stores
Other scheduled passenger land transport
Other service activities n.e.c.
Other supporting air transport activities
Other supporting water transport activities
Other wholesale
Painting and glazing
Plumbing
Printing n.e.c.
Production of meat and poultrymeat products
Production of salt
Publishing of books
Publishing of journals and periodicals
Quarrying of stone for construction
Radio and television activities
Renting of automobiles
Repair n.e.c.
Research and experimental development on natural sciences and engineer
Restaurants
Retail sale in non-specialized stores with food, beverages or tobacco
Retail sale of automotive fuel
Retail sale of books, newspapers and stationery
Retail sale of electrical household appliances and radio and televisio
Retail sale of furniture, lighting equipment and household articles n.
Retail sale of hardware, paints and glass
Retail sale of tobacco products
Sale of motor vehicle parts and accessories
Software consultancy and supply
Telecommunications
Washing and dry-cleaning of textile and fur products
Wholesale of agricultural machinery and accessories and implements, in
Wholesale of chemical products
Wholesale of electrical household appliances and radio and television
Wholesale of grain, seeds and animal feeds
Wholesale of meat and meat products
Wholesale of metals and metal ores
Wholesale of office machinery and equipment
Wholesale of pharmaceutical goods
Wholesale of textiles
Wholesale of wood, construction materials and sanitary equipment